This document provides guidelines for the design of an in-patient department in a hospital. It recommends minimum room sizes for in-patient wards, nursing stations, treatment rooms, day rooms, and other spaces. It also discusses different ward types, including Nightingale wards which contain 24-34 beds in a large room, and Rigg's wards which have a central spine with zigzag partitioned single bed bays. The document emphasizes infection control and indoor air quality, recommending positive-pressure room control to protect from airborne infectious agents.
The document outlines the key business processes in an Indoor Patient Department (IPD) and how they can be managed through an ERP system. It describes the initial process when a patient arrives, including registration, bed allocation, file creation, and transferring the patient to the appropriate ward. It then discusses upstream and downstream departments that interact with IPD like administration, pharmacy, labs, billing etc. Finally, it categorizes the different types of data handled in an ERP system for IPD as operational, transactional, and master data.
Organization and Management of the Emergency Room of a HospitalReynaldo Joson
The document discusses the organization and management of a hospital emergency department. It describes the purpose of the emergency department as providing emergency medical services 24/7 to patients without prior appointment. It outlines the general functions as catering to patients needing emergency care and providing emergency medical services. Specific functions include services like resuscitation, assessment, treatment, and referral. The goal is to provide integrated value-based services through systems like quality management, risk management, and records management. Key performance indicators ensure financial viability, maximal service utilization, excellent clinical outcomes, and positive patient feedback.
OPD is the mirror of the hospital, which reflects the functioning of the hospital being the first point of contact between the patient and the hospital staff.
Patients visit the OPD for various purposes, like consultation, day care treatment, investigation, referral, admission and post discharge follow up. Not only for treatment but also for preventing and promotive services like, health check up, Immunisation, Physio-therapy and so on.
Outpatient care has evolved significantly over time. It was originally designed to offer only basic minor services, but now encompasses a wide range of treatments, diagnostic tests, and minor surgeries. The outpatient department is the first point of contact between patients and the hospital, and aims to provide quality care through diagnosis, treatment and follow-up in an ambulatory setting. Efficient organization and flow of patients is key to ensuring operational efficiency in the outpatient department.
Patient Discharge Process in Corporate Hospital _ PPTRameez Shah
The document summarizes a study on patient discharge processes at a multispecialty corporate hospital. It defines patient discharge and discusses factors that can delay the discharge process, such as waiting for test results or lack of post-discharge care facilities. It outlines the objectives of studying the discharge process and roles of hospital staff. A literature review found delays averaged 2.9 days due to issues like testing scheduling and physician decision-making. The document also describes the research methodology used and limitations of studying one hospital over two months.
This document discusses outpatient (OPD) and inpatient (IPD) departments in hospitals. It provides background on the origins of OPDs, noting they emerged from dispensaries in the 17th century. It describes key aspects of OPDs like providing ambulatory care to non-admitted patients, acting as the first point of contact, and including functions like screening and follow-up. IPDs require patients to be admitted for close monitoring during and after procedures. The document outlines factors to consider in planning OPD and IPD departments, like physical facilities, staffing, and clinical/service facilities. It emphasizes the importance of integrating OPD and IPD physically, functionally and clinically.
Planning and specification of Intensive Care UnitsAchi Kushnir PMP
This presentation has been designed to give the reader an overview in relation to the different aspects that are to be considered when planning and designing a new intensive care unit within a hospital
This document provides guidelines for the design of an in-patient department in a hospital. It recommends minimum room sizes for in-patient wards, nursing stations, treatment rooms, day rooms, and other spaces. It also discusses different ward types, including Nightingale wards which contain 24-34 beds in a large room, and Rigg's wards which have a central spine with zigzag partitioned single bed bays. The document emphasizes infection control and indoor air quality, recommending positive-pressure room control to protect from airborne infectious agents.
The document outlines the key business processes in an Indoor Patient Department (IPD) and how they can be managed through an ERP system. It describes the initial process when a patient arrives, including registration, bed allocation, file creation, and transferring the patient to the appropriate ward. It then discusses upstream and downstream departments that interact with IPD like administration, pharmacy, labs, billing etc. Finally, it categorizes the different types of data handled in an ERP system for IPD as operational, transactional, and master data.
Organization and Management of the Emergency Room of a HospitalReynaldo Joson
The document discusses the organization and management of a hospital emergency department. It describes the purpose of the emergency department as providing emergency medical services 24/7 to patients without prior appointment. It outlines the general functions as catering to patients needing emergency care and providing emergency medical services. Specific functions include services like resuscitation, assessment, treatment, and referral. The goal is to provide integrated value-based services through systems like quality management, risk management, and records management. Key performance indicators ensure financial viability, maximal service utilization, excellent clinical outcomes, and positive patient feedback.
OPD is the mirror of the hospital, which reflects the functioning of the hospital being the first point of contact between the patient and the hospital staff.
Patients visit the OPD for various purposes, like consultation, day care treatment, investigation, referral, admission and post discharge follow up. Not only for treatment but also for preventing and promotive services like, health check up, Immunisation, Physio-therapy and so on.
Outpatient care has evolved significantly over time. It was originally designed to offer only basic minor services, but now encompasses a wide range of treatments, diagnostic tests, and minor surgeries. The outpatient department is the first point of contact between patients and the hospital, and aims to provide quality care through diagnosis, treatment and follow-up in an ambulatory setting. Efficient organization and flow of patients is key to ensuring operational efficiency in the outpatient department.
Patient Discharge Process in Corporate Hospital _ PPTRameez Shah
The document summarizes a study on patient discharge processes at a multispecialty corporate hospital. It defines patient discharge and discusses factors that can delay the discharge process, such as waiting for test results or lack of post-discharge care facilities. It outlines the objectives of studying the discharge process and roles of hospital staff. A literature review found delays averaged 2.9 days due to issues like testing scheduling and physician decision-making. The document also describes the research methodology used and limitations of studying one hospital over two months.
This document discusses outpatient (OPD) and inpatient (IPD) departments in hospitals. It provides background on the origins of OPDs, noting they emerged from dispensaries in the 17th century. It describes key aspects of OPDs like providing ambulatory care to non-admitted patients, acting as the first point of contact, and including functions like screening and follow-up. IPDs require patients to be admitted for close monitoring during and after procedures. The document outlines factors to consider in planning OPD and IPD departments, like physical facilities, staffing, and clinical/service facilities. It emphasizes the importance of integrating OPD and IPD physically, functionally and clinically.
Planning and specification of Intensive Care UnitsAchi Kushnir PMP
This presentation has been designed to give the reader an overview in relation to the different aspects that are to be considered when planning and designing a new intensive care unit within a hospital
This document discusses patient flow management in an outpatient department. It aims to understand problems patients face such as long wait times, identify bottlenecks causing delays, and recommend solutions. Data was collected through observation of 300 random patients to record wait times at various stages. On average, patients waited longest for doctor consultation at 37.1 minutes and report dispatch at 63.1 minutes. The analysis found the main bottlenecks were improper scheduling of doctors and radiologists, leading to delayed report dispatch. Solutions are suggested to improve patient care delivery and optimize patient flow.
A compilation of those areas of IPD which are usually not covered in classrooms. A greater emphasis on the management aspect with examples from existing hospitals in INDIA
The document discusses outpatient departments (OPDs) in hospitals. It defines an OPD and provides reasons for their establishment, including rising healthcare costs and limited hospital beds. OPDs provide about 30-35% of hospital revenue. Key points made include:
- OPDs see over 50% of inpatients and act as screening points for treatment need. On average, 500 outpatients are seen per hospital bed per year.
- Common problems faced by OPDs include insufficient doctors and facilities, long wait times, and lack of privacy. Queuing theory principles and appointment systems can help minimize wait times.
- Proper design, staffing, equipment and management of patient flow are needed to improve OPD efficiency
Outdoor long time and patient dissatisfactionImran Subho
1) The document discusses the impact of long waiting times in outpatient departments (OPDs) on patient dissatisfaction.
2) It notes that waiting times seem longer to patients than their actual appointments with doctors.
3) Several causes of long waiting times are discussed, including an excessive number of patients compared to available staff. Effects include worsening patient conditions and decreased reliability of doctors.
4) Recommendations to remedy long wait times include establishing early check-in departments, increasing staff numbers, and maintaining proper scheduling.
The document discusses the importance and functions of accident and emergency departments in hospitals. It provides definitions of medical emergencies and outlines different types of emergency departments. It also covers key aspects of emergency department planning and design such as location, layout, entrance areas, examination and treatment rooms, and necessary support and administrative areas. Engineering services and communication systems for emergency departments are also addressed.
The document discusses the International Patient Safety Goals established by the Joint Commission International. The 6 goals are: 1) Identify patients correctly to prevent medical errors. 2) Improve communication among staff to ensure correct treatment. 3) Improve safety of high alert medications like insulin and narcotics. 4) Ensure the correct patient, site, and procedure for surgeries. 5) Reduce healthcare associated infections through hand hygiene. 6) Reduce risks of patient falls through risk assessment and risk reduction efforts.
The document discusses inefficiency in emergency rooms. It identifies several contributing factors to overcrowding including non-emergency patients, uninsured patients, and patients using the ER for prescription refills or pain management. This inefficiency impacts quality of care, access to care, and wait times, negatively affecting patient satisfaction. An action plan is proposed to improve patient flow, maximize resources, implement education programs, and establish performance metrics to monitor goals. Facilitating change may require addressing challenges like culture shifts or staff resistance through reinforcement, education, and adjustments based on feedback. Both productivity and quality must be balanced for optimal patient treatment and satisfaction.
Planning a new hospital requires thorough preparation. The document outlines the key steps which include assessing community needs, developing a master plan, conducting a market survey and financial planning, selecting equipment, and implementing a trial period. Successful hospital planning requires considering classification of hospitals, strategic factors like flexibility and sustainability, and coordinating departments and staff.
W Pratiksha Hospital provides specialized healthcare through cutting-edge technology, experienced doctors, and compassionate care. It has 25 years of experience treating patients across India. The hospital aims to provide quality healthcare with transparency at an affordable cost. It offers over 30 specialties and 24/7 services like the laboratory, ambulance, emergency care, and pharmacy. The outpatient department is an important part of the hospital that provides diagnosis and care without requiring overnight stays. It is staffed by consultants and offers services like examinations, laboratory tests, radiology, and consultations. The goal of the OPD is to provide specialist care to the community and treat non-critical cases on an outpatient basis.
The document discusses an internship project report submitted to Olive Hospital in Hyderabad on the emergency department and ambulance facility, acknowledging those who provided guidance and an overview of the hospital profile and emergency department facilities, staffing, and medico-legal case processes.
The document discusses the design and process for an outpatient department (OPD) in a hospital. An OPD is where patients receive diagnosis and treatment without staying overnight. It is important for the OPD to be efficient and strive for excellence as it is the first interaction patients have with the hospital. The OPD should be well-organized with proper layout, administration, physical facilities, patient care areas, and relations with the public. Key considerations for design include entrances, windows, seating, ambience, power backup, cleanliness, and staff conduct. The OPD process requires establishing a framework, staffing, patient awareness, physical requirements, IT support, monitoring, evaluation, and troubleshooting.
Unit ii opd services for mha ii semesteranjalatchi
This document outlines the key aspects of an outpatient department (OPD) in a hospital. It defines an OPD as the area of a hospital designed to treat outpatients without requiring overnight admission. The document describes the various services an OPD provides, including clinical examinations, diagnostic tests, minor procedures, and counseling. It also discusses OPD design considerations, such as patient flow, space requirements for examination rooms and ancillary facilities, and the roles and responsibilities of OPD administrators in ensuring quality of care.
This document summarizes an OT utilization review conducted at XYZ Hospital. Key findings include: OT1 utilization was only 53% in 2012 with many surgeries starting late or going past 4pm; orthopedic surgeries made up the majority at 73% despite it being a cardiac-focused hospital; and a study from Sept 2013 found utilization had dropped further to 42% with many starts delayed due to late doctor/patient arrival. Recommendations include reducing non-scheduled hour surgeries, increasing cardiac volumes, and ensuring on-time patient arrival through preparatory work.
This document summarizes the results of a patient satisfaction survey conducted at the outpatient department of Medanta-The Medicity hospital. Some of the key findings include:
- 83% of patients felt doctors understood their problems completely or mostly.
- Waiting times were as expected or better than expected for 93% of patients.
- Registration services, staff courtesy, and cleanliness received high satisfaction ratings from over 90% of patients.
- However, only 65% were satisfied with pharmacy services and 29% rated them as satisfactory.
- 64-77% of patients expressed overall satisfaction with OPD services and said they would return for future care.
The document discusses outpatient care and departments (OPDs) in hospitals. It notes that OPDs were originally designed for basic minor services but now provide a wide range of treatments, tests, and minor surgeries. OPDs serve as the first point of contact between hospitals and patients, providing diagnosis, treatment and follow-up care. A well-organized OPD can generate high revenues for hospitals if they utilize the full potential of efficient, quality services and facilities. The document outlines various components, facilities, staff, and organizational structure needed for effective OPD operations.
This document provides an overview of pharmacy services at Nepal Mediciti Hospital. It describes the pharmacy department structure and roles. Key responsibilities include procuring medicines, dispensing prescriptions, managing inventory and returns. Pharmacy aims to provide quality healthcare products and counseling. It operates 24/7 IP, OP and OT pharmacies. Strict protocols are followed for dispensing, storage, narcotics, high risk drugs and returns. Prescription handling, dispensing processes and inventory management are computerized for accuracy and safety.
This document discusses the components and planning considerations for inpatient ward design in hospitals. It notes that inpatient wards consist of primary accommodation for patient beds and nursing stations, as well as ancillary, auxiliary, and sanitary accommodation to support patient care. Key factors in ward planning include the hospital policy and functions, staffing patterns, workflow, safety, infection control, and patient privacy and dignity. Recommendations are provided for the size, layout, and facilities of inpatient wards.
Emergency is the gateway to the hospital, patients with pain and agony, relative emotionally charged enter the emergency department at any hour of the day or night, expecting immediate treatment and solace.
The document discusses expanding the role of registered nurses (RNs) in primary care settings. It describes how RNs can take on responsibilities like complex care management, active schedule management, using data to monitor patient outcomes, and conducting co-visits with providers to increase access to care. Co-visits allow RNs to address minor issues while providers briefly review cases. The approach has led to improved access and patient satisfaction at Community Health Center, Inc.
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.
This document discusses patient flow management in an outpatient department. It aims to understand problems patients face such as long wait times, identify bottlenecks causing delays, and recommend solutions. Data was collected through observation of 300 random patients to record wait times at various stages. On average, patients waited longest for doctor consultation at 37.1 minutes and report dispatch at 63.1 minutes. The analysis found the main bottlenecks were improper scheduling of doctors and radiologists, leading to delayed report dispatch. Solutions are suggested to improve patient care delivery and optimize patient flow.
A compilation of those areas of IPD which are usually not covered in classrooms. A greater emphasis on the management aspect with examples from existing hospitals in INDIA
The document discusses outpatient departments (OPDs) in hospitals. It defines an OPD and provides reasons for their establishment, including rising healthcare costs and limited hospital beds. OPDs provide about 30-35% of hospital revenue. Key points made include:
- OPDs see over 50% of inpatients and act as screening points for treatment need. On average, 500 outpatients are seen per hospital bed per year.
- Common problems faced by OPDs include insufficient doctors and facilities, long wait times, and lack of privacy. Queuing theory principles and appointment systems can help minimize wait times.
- Proper design, staffing, equipment and management of patient flow are needed to improve OPD efficiency
Outdoor long time and patient dissatisfactionImran Subho
1) The document discusses the impact of long waiting times in outpatient departments (OPDs) on patient dissatisfaction.
2) It notes that waiting times seem longer to patients than their actual appointments with doctors.
3) Several causes of long waiting times are discussed, including an excessive number of patients compared to available staff. Effects include worsening patient conditions and decreased reliability of doctors.
4) Recommendations to remedy long wait times include establishing early check-in departments, increasing staff numbers, and maintaining proper scheduling.
The document discusses the importance and functions of accident and emergency departments in hospitals. It provides definitions of medical emergencies and outlines different types of emergency departments. It also covers key aspects of emergency department planning and design such as location, layout, entrance areas, examination and treatment rooms, and necessary support and administrative areas. Engineering services and communication systems for emergency departments are also addressed.
The document discusses the International Patient Safety Goals established by the Joint Commission International. The 6 goals are: 1) Identify patients correctly to prevent medical errors. 2) Improve communication among staff to ensure correct treatment. 3) Improve safety of high alert medications like insulin and narcotics. 4) Ensure the correct patient, site, and procedure for surgeries. 5) Reduce healthcare associated infections through hand hygiene. 6) Reduce risks of patient falls through risk assessment and risk reduction efforts.
The document discusses inefficiency in emergency rooms. It identifies several contributing factors to overcrowding including non-emergency patients, uninsured patients, and patients using the ER for prescription refills or pain management. This inefficiency impacts quality of care, access to care, and wait times, negatively affecting patient satisfaction. An action plan is proposed to improve patient flow, maximize resources, implement education programs, and establish performance metrics to monitor goals. Facilitating change may require addressing challenges like culture shifts or staff resistance through reinforcement, education, and adjustments based on feedback. Both productivity and quality must be balanced for optimal patient treatment and satisfaction.
Planning a new hospital requires thorough preparation. The document outlines the key steps which include assessing community needs, developing a master plan, conducting a market survey and financial planning, selecting equipment, and implementing a trial period. Successful hospital planning requires considering classification of hospitals, strategic factors like flexibility and sustainability, and coordinating departments and staff.
W Pratiksha Hospital provides specialized healthcare through cutting-edge technology, experienced doctors, and compassionate care. It has 25 years of experience treating patients across India. The hospital aims to provide quality healthcare with transparency at an affordable cost. It offers over 30 specialties and 24/7 services like the laboratory, ambulance, emergency care, and pharmacy. The outpatient department is an important part of the hospital that provides diagnosis and care without requiring overnight stays. It is staffed by consultants and offers services like examinations, laboratory tests, radiology, and consultations. The goal of the OPD is to provide specialist care to the community and treat non-critical cases on an outpatient basis.
The document discusses an internship project report submitted to Olive Hospital in Hyderabad on the emergency department and ambulance facility, acknowledging those who provided guidance and an overview of the hospital profile and emergency department facilities, staffing, and medico-legal case processes.
The document discusses the design and process for an outpatient department (OPD) in a hospital. An OPD is where patients receive diagnosis and treatment without staying overnight. It is important for the OPD to be efficient and strive for excellence as it is the first interaction patients have with the hospital. The OPD should be well-organized with proper layout, administration, physical facilities, patient care areas, and relations with the public. Key considerations for design include entrances, windows, seating, ambience, power backup, cleanliness, and staff conduct. The OPD process requires establishing a framework, staffing, patient awareness, physical requirements, IT support, monitoring, evaluation, and troubleshooting.
Unit ii opd services for mha ii semesteranjalatchi
This document outlines the key aspects of an outpatient department (OPD) in a hospital. It defines an OPD as the area of a hospital designed to treat outpatients without requiring overnight admission. The document describes the various services an OPD provides, including clinical examinations, diagnostic tests, minor procedures, and counseling. It also discusses OPD design considerations, such as patient flow, space requirements for examination rooms and ancillary facilities, and the roles and responsibilities of OPD administrators in ensuring quality of care.
This document summarizes an OT utilization review conducted at XYZ Hospital. Key findings include: OT1 utilization was only 53% in 2012 with many surgeries starting late or going past 4pm; orthopedic surgeries made up the majority at 73% despite it being a cardiac-focused hospital; and a study from Sept 2013 found utilization had dropped further to 42% with many starts delayed due to late doctor/patient arrival. Recommendations include reducing non-scheduled hour surgeries, increasing cardiac volumes, and ensuring on-time patient arrival through preparatory work.
This document summarizes the results of a patient satisfaction survey conducted at the outpatient department of Medanta-The Medicity hospital. Some of the key findings include:
- 83% of patients felt doctors understood their problems completely or mostly.
- Waiting times were as expected or better than expected for 93% of patients.
- Registration services, staff courtesy, and cleanliness received high satisfaction ratings from over 90% of patients.
- However, only 65% were satisfied with pharmacy services and 29% rated them as satisfactory.
- 64-77% of patients expressed overall satisfaction with OPD services and said they would return for future care.
The document discusses outpatient care and departments (OPDs) in hospitals. It notes that OPDs were originally designed for basic minor services but now provide a wide range of treatments, tests, and minor surgeries. OPDs serve as the first point of contact between hospitals and patients, providing diagnosis, treatment and follow-up care. A well-organized OPD can generate high revenues for hospitals if they utilize the full potential of efficient, quality services and facilities. The document outlines various components, facilities, staff, and organizational structure needed for effective OPD operations.
This document provides an overview of pharmacy services at Nepal Mediciti Hospital. It describes the pharmacy department structure and roles. Key responsibilities include procuring medicines, dispensing prescriptions, managing inventory and returns. Pharmacy aims to provide quality healthcare products and counseling. It operates 24/7 IP, OP and OT pharmacies. Strict protocols are followed for dispensing, storage, narcotics, high risk drugs and returns. Prescription handling, dispensing processes and inventory management are computerized for accuracy and safety.
This document discusses the components and planning considerations for inpatient ward design in hospitals. It notes that inpatient wards consist of primary accommodation for patient beds and nursing stations, as well as ancillary, auxiliary, and sanitary accommodation to support patient care. Key factors in ward planning include the hospital policy and functions, staffing patterns, workflow, safety, infection control, and patient privacy and dignity. Recommendations are provided for the size, layout, and facilities of inpatient wards.
Emergency is the gateway to the hospital, patients with pain and agony, relative emotionally charged enter the emergency department at any hour of the day or night, expecting immediate treatment and solace.
The document discusses expanding the role of registered nurses (RNs) in primary care settings. It describes how RNs can take on responsibilities like complex care management, active schedule management, using data to monitor patient outcomes, and conducting co-visits with providers to increase access to care. Co-visits allow RNs to address minor issues while providers briefly review cases. The approach has led to improved access and patient satisfaction at Community Health Center, Inc.
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.
For more information contact: Slideshare@marcusevans.com
Presentation delivered by Donna Medina, Regional Director,OSF Hospice and Homecare Foundation at the marcus evans Home Care Leadership Summit held on July 13 & 14 2015 in Palm Beach FL.
This document is a resume for Melvyn Paolo R. Francisco, a nurse seeking employment. It outlines his objective of securing a nursing position where he can apply his skills and continue learning. It then details his qualifications, including being skilled at learning new concepts, working well under pressure, and having computer skills. It provides information on his nursing experience and education, as well as licenses and training.
Transforming the Office Management of Heart Failure Using the Chronic Disease...MedicineAndHealthUSA
This document describes a project to transform the management of heart failure patients using a chronic disease model in a family medicine residency program. It discusses shortcomings in current chronic disease management and introduces the chronic care model. The project aims to improve guideline adherence, patient education and self-management, care coordination, and use of an electronic registry to track patients and monitor outcomes. Initial lessons learned include challenges with governance approvals and achieving buy-in from part-time providers during a cultural change.
This document outlines an Enhanced Recovery Program (ERP) for perioperative nursing interventions. It discusses maximizing healthcare efficiency and improving patient outcomes and experiences through an ERP. The ERP benefits patients through shortened hospital stays, reduced readmissions and morbidities, and improved recovery. Nurses play a critical role in ERPs through assessment, planning, implementation, and evaluation. ERPs require multidisciplinary teamwork, customized protocols, analysis of outcomes and feedback, and engagement from leadership and staff. Nursing responsibilities in ERPs include pre-operative preparation, intraoperative efficiency, and targeted post-operative interventions.
This document outlines an Enhanced Recovery Program (ERP) for perioperative nursing interventions. It discusses maximizing healthcare efficiency and improving patient outcomes and experiences through an ERP. The ERP benefits patients through shortened hospital stays, reduced readmissions and morbidities, and improved recovery. Nurses play a critical role in ERPs through assessment, planning, implementation, and evaluation. ERPs involve multidisciplinary teams and include preoperative, intraoperative, and postoperative protocols focused on early mobilization, reduced tubes and drains, and optimized nutrition, pain control, and recovery.
How to Define Effective and Efficient Real World TrialsTodd Berner MD
This document discusses strategies for designing effective and efficient real-world clinical trials. It covers topics such as using real-world evidence to inform clinical trial design, the differences between efficacy and effectiveness, challenges around representativeness in trial populations, and the value of pragmatic clinical trials. It also discusses leveraging electronic health records for condition-specific prompts and clinical decision support to improve performance and quality of care.
How to design effective and efficient real world trials TB Evidence 2014 10.2...Todd Berner MD
This document discusses strategies for designing effective and efficient real-world clinical trials. It covers topics such as using real-world evidence to inform clinical trial design, the differences between efficacy and effectiveness, challenges in defining quality metrics, and strategies for improving performance within healthcare systems. The document provides information on pragmatic clinical trials and how real-world evidence could reduce costs compared to traditional clinical trials.
What can a Clinical Nurse Leader do for your critical care nursing unit? Plenty! Consider this new nursing role as one that can improve patient outcomes and increase satisfaction for both clients and staff. Successful microsystems begin with empowering patients, families and front line nurses.
This document discusses interventions to improve patient experience scores. It begins by outlining the objectives of understanding patient experience surveys and metrics, learning effective interventions, linking interventions to outcomes, and describing implementation. Several specific interventions are then described in detail, including welcome packets, in-room whiteboards, quiet hours from [TIME] to [TIME], and post-discharge follow-up phone calls within 48 hours. The goals are to engage patients, improve communication, and assess patients after discharge.
- Alia Wakid is a registered nurse seeking a position in healthcare administration or clinical nursing. She has over 15 years of nursing experience including pediatrics, adults, geriatrics and home health.
- She has a Master's in Healthcare Administration and Bachelor's in Nursing Science. She is licensed to practice nursing in California and Massachusetts.
- Her most recent work includes being a registered nurse at Boston Children's Hospital in their transplant department and working as a nurse case manager at American Care Quest in San Francisco.
Roadmap to the Patient-Centered Medical HomePYA, P.C.
This document provides an overview of the patient-centered medical home (PCMH) model and how to implement it. It defines PCMH and its core standards and requirements for certification. It outlines the benefits of PCMH including improved quality, lower costs, and increased patient satisfaction. It discusses financial and operational considerations for practices transitioning to PCMH, and provides guidance on implementing specific PCMH functions like quality improvement, access to care, transitional care management, referral tracking, pre-visit planning, and population health management. The presentation aims to provide medical practices a roadmap to achieving PCMH recognition and reaping its benefits.
This document is a resume for Joseph Jimir M. Atienza, a registered nurse with over 9 years of experience in the UAE and Philippines. He has expertise in emergency care, surgery, infection control, and health and safety compliance. He holds several certifications and has managed diverse patient cases and medical equipment. His experience includes roles at Sheikh Khalifa General Hospital, National Hospital Abu Dhabi, and Antipolo City Medical Hospital, where he provided patient care and coordinated nursing operations.
A review of pharmacist-led transition of care systems, specifically post-discharge follow-up phone calls, and the opportunity for pharmacy students to lead a new service. A review of the “Post-Discharge Follow-up Phone Call SPEP Standard Work” project will be provided, including an overview of the methodology, results, and discussion.
This document summarizes a presentation on inpatient and outpatient treatments for pain and addiction. It includes:
- Presenters from three addiction treatment centers who will discuss inpatient and outpatient treatment options.
- Learning objectives that compare inpatient and outpatient treatment options, identify components of effective treatments, and advocate strategies to improve treatment delivery.
- Disclosures from the presenters about any financial relationships with healthcare companies.
- An overview of CleanSlate's medication-assisted outpatient treatment program, including stabilization, treatment planning, urine drug screening, and outcomes management.
- Details about Marworth's inpatient residential treatment program including elements of ASAM Level 3.7 care, medical and
Jonathan Miller is a registered nurse with 8 years of experience in various clinical settings including medical-surgical, emergency department, pediatrics, and mental health. He is currently working as a registered nurse in the emergency department at Baptist Health System – St. Luke’s Baptist Hospital in San Antonio, Texas. Prior to this, he worked as a nurse extern/patient care associate at Baptist Health System – Northeast Baptist Hospital. He is pursuing his BSN from Western Governors University Texas. His clinical skills include medication administration, assessments, catheter placement, postpartum care, wound care, and more. He is committed to providing compassionate, quality patient care.
This discusses the fundamental concepts of nursing. It convers the nursing process and goes through a case study to explain prioritization. it explains nursing diagnosis using the nursing process and the NOC outcome. it discusses assessment and the nursing diagnosis making reference the the NANDA nursing diagnosis and how all this are used to access patients on a case by case basis in order to create an effective care plan for patients.
Similar to Emergency Department/Hospital Inpatient Initiative (20)
K. David McCowen, MD, FACP, Medical Director, Diabetes
Endocrine Consultants Northwest for Franciscan Medical Group. Talking about diabetes prevention best practices.
Introductions from Jim Leonard, MHA, Vice President, West and South Sound Markets for Group Health Cooperative and from Marc Mora, MD, Medical Director, Consultative Specialty Services for Group Health.
Introduction to the Tacoma/Pierce County CME
Eric Herman, MD, Medical Director, Population Health and Family Physician, for MultiCare's Kent Clinic, talked about the power of the EMR is only as good as the person using it.
This document discusses the concept of a learning healthcare system where each patient experience contributes to the evidence base to continuously improve care. It notes that an ideal system provides up-to-date, unbiased, personalized information to patients when and where they want it. However, two cultural challenges remain - acting under uncertainty and improving transparency and trust between providers, health systems, and patients. The document argues that as an integrated, cooperative system, Group Health is well-positioned to help lead the transition to a true learning healthcare system.
Engines of Success for U.S. Health Reform?
Eric B. Larson, MD, MPHVice President for Research, Group Health Executive Director, Group Health Research Institute
This document discusses the opioid crisis in the United States and strategies to address it. It summarizes that national norms changed in the late 1990s to allow greater opioid prescribing without dosing guidance, which contributed to increased opioid-related deaths. The document recommends seeking help if opioid doses reach 120 mg/day of morphine equivalent and pain and function have not improved. It also outlines Washington state's opioid dosing guidelines and legislation aimed at curbing opioid overprescribing and related deaths.
Presentation was originally done at Group Health Cooperative’s National Summit on Opioid Safety: http://www.ghinnovates.org/?p=3502.
Presentation by Andrew Kolodny, M.D., chair, department of Psychiatry Maimonides Medical Center Brooklyn, New York
This document summarizes barriers to opioid monitoring in primary care as presented by Dr. Erin Krebs. Some key barriers include short appointment times that limit monitoring, an assumption that opioids are effective without formally assessing benefits, overconfidence in risk perceptions, and negative attitudes viewing monitoring as "policing" rather than patient care. Implications discussed are formally assessing opioid benefits, addressing expectations and readiness to change, maintaining focus on medication harms rather than patient trustworthiness, and developing systems to support recommended monitoring practices.
Implementing chronic opioid therapy guidelines at Group Health CooperativeGroup Health Cooperative
Presentation was originally done at Group Health Cooperative’s National Summit on Opioid Safety: http://www.ghinnovates.org/?p=3502
Presentation by, Grant Scull MD, associate director for Group Health Family Medicine Residency
Principles for more cautious and selective opioid prescribing for chronic non...Group Health Cooperative
Presentation was originally done at Group Health Cooperative’s National Summit on Opioid Safety: http://www.ghinnovates.org/?p=3502
Presentation by: Jane C. Ballantyne, MD FRCA, with the Department of Anesthesiology and Pain Medicine at UW Medicine.
Presentation was originally done at Group Health Cooperative’s National Summit on Opioid Safety: http://www.ghinnovates.org/?p=3502
Presentation by: Roger Chou, MD, Associate Professor of Medicine for Oregon Health & Science University
and Director of Pacific Northwest Evidence-based Practice Center.
The document summarizes a national summit on opioid safety convened to develop consensus on safer opioid prescribing practices for chronic non-cancer pain. The summit goals were to: 1) develop consensus principles for more selective, cautious opioid use; 2) share approaches to mitigate risks; 3) share how to change practice and implement guidelines. It provided background on the opioid epidemic and research showing risks increasing with higher doses and limited evidence of long-term benefits. Draft principles for safer opioid prescribing included starting with non-opioid treatments, carefully evaluating risks, limiting dose escalation, and tapering patients off opioids when risks outweigh benefits.
Shared decision making involves doctors sharing information with patients about treatment options so patients can consider their options and make decisions together with their doctors. Decision aids like brochures and websites provide information to help patients make informed decisions by clarifying their values and preferences and guiding communication with doctors. Studies show decision aids increase patient knowledge and participation, align choices with values, and lower surgery rates without worse outcomes. Group Health implemented decision aid use for several conditions and is evaluating the impact on surgery rates, costs, and patient and provider experiences and identifying areas for improvement.
The document discusses the medical home model of patient-centered primary care. It outlines the challenges currently facing primary care and describes the design principles of the medical home model, which aims to improve care coordination, access, and patient engagement. Pilot outcomes data from Group Health showed improved quality measures, patient/staff satisfaction, and reduced costs with the medical home model over 2 years.
- Video recording of this lecture in English language: https://youtu.be/Pt1nA32sdHQ
- Video recording of this lecture in Arabic language: https://youtu.be/uFdc9F0rlP0
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Osteoporosis - Definition , Evaluation and Management .pdfJim Jacob Roy
Osteoporosis is an increasing cause of morbidity among the elderly.
In this document , a brief outline of osteoporosis is given , including the risk factors of osteoporosis fractures , the indications for testing bone mineral density and the management of osteoporosis
Travel Clinic Cardiff: Health Advice for International TravelersNX Healthcare
Travel Clinic Cardiff offers comprehensive travel health services, including vaccinations, travel advice, and preventive care for international travelers. Our expert team ensures you are well-prepared and protected for your journey, providing personalized consultations tailored to your destination. Conveniently located in Cardiff, we help you travel with confidence and peace of mind. Visit us: www.nxhealthcare.co.uk
5-hydroxytryptamine or 5-HT or Serotonin is a neurotransmitter that serves a range of roles in the human body. It is sometimes referred to as the happy chemical since it promotes overall well-being and happiness.
It is mostly found in the brain, intestines, and blood platelets.
5-HT is utilised to transport messages between nerve cells, is known to be involved in smooth muscle contraction, and adds to overall well-being and pleasure, among other benefits. 5-HT regulates the body's sleep-wake cycles and internal clock by acting as a precursor to melatonin.
It is hypothesised to regulate hunger, emotions, motor, cognitive, and autonomic processes.
share - Lions, tigers, AI and health misinformation, oh my!.pptxTina Purnat
• Pitfalls and pivots needed to use AI effectively in public health
• Evidence-based strategies to address health misinformation effectively
• Building trust with communities online and offline
• Equipping health professionals to address questions, concerns and health misinformation
• Assessing risk and mitigating harm from adverse health narratives in communities, health workforce and health system
8 Surprising Reasons To Meditate 40 Minutes A Day That Can Change Your Life.pptxHolistified Wellness
We’re talking about Vedic Meditation, a form of meditation that has been around for at least 5,000 years. Back then, the people who lived in the Indus Valley, now known as India and Pakistan, practised meditation as a fundamental part of daily life. This knowledge that has given us yoga and Ayurveda, was known as Veda, hence the name Vedic. And though there are some written records, the practice has been passed down verbally from generation to generation.
These lecture slides, by Dr Sidra Arshad, offer a simplified look into the mechanisms involved in the regulation of respiration:
Learning objectives:
1. Describe the organisation of respiratory center
2. Describe the nervous control of inspiration and respiratory rhythm
3. Describe the functions of the dorsal and respiratory groups of neurons
4. Describe the influences of the Pneumotaxic and Apneustic centers
5. Explain the role of Hering-Breur inflation reflex in regulation of inspiration
6. Explain the role of central chemoreceptors in regulation of respiration
7. Explain the role of peripheral chemoreceptors in regulation of respiration
8. Explain the regulation of respiration during exercise
9. Integrate the respiratory regulatory mechanisms
10. Describe the Cheyne-Stokes breathing
Study Resources:
1. Chapter 42, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 36, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 13, Human Physiology by Lauralee Sherwood, 9th edition
Histololgy of Female Reproductive System.pptxAyeshaZaid1
Dive into an in-depth exploration of the histological structure of female reproductive system with this comprehensive lecture. Presented by Dr. Ayesha Irfan, Assistant Professor of Anatomy, this presentation covers the Gross anatomy and functional histology of the female reproductive organs. Ideal for students, educators, and anyone interested in medical science, this lecture provides clear explanations, detailed diagrams, and valuable insights into female reproductive system. Enhance your knowledge and understanding of this essential aspect of human biology.
1. Kate Brostoff, MD, medical director, APPLE (Acute, Post-acute, Pharmacy, Laboratory, Emergency) Patient Resources & Options, Group Health Physicians Brenda Bruns, MD, executive medical director, Health Plan Services, Group Health Physicians Barbara Trehearne, PhD, RN, vice president of Clinical Excellence, Quality, and Nursing Practice, Group Health Barbie Wood, RN, MBA, director, Care Management Services, Group Health Emergency Department and Hospital Inpatient Initiative
10. PATIENT EXPERIENCE THE METHOD | The Four Pillars Teach Medication Self- management Teach a patient about their condition and use of a personal health record Provide knowledge of warning symptoms and how to respond Have a patient set up follow-up care with their doctor
19. GOALS AND MEASUREMENT OBJECTIVES • Reduce inpatient costs and readmit rates by providing consistent and reliable post-acute care transitions • Optimize post-acute care processes • Reduce unnecessary Emergency Department (ED) utilization and costs $51 million total savings for 2010 METRICS • Readmit rate • IP admit rates • Hospital length of stay (LOS) • SNF admits/1,000 • SNF LOS • ED visits/1,000