The document summarizes several announcements from Kingston General Hospital, including:
1) Free 15-minute massage sessions from Trillium College students will be offered to staff on select Sundays. Weight Watchers meetings will also be held weekly on Tuesdays starting April 12.
2) A new point-of-care library tool called UpToDate is being piloted for staff feedback.
3) TV screens displaying advertisements and hospital information have been installed in several waiting areas, with the goal of generating revenue for patient care while communicating with visitors.
1) Kuwait has over $80 billion in infrastructure investments planned through 2020 to develop projects and diversify its oil-dependent economy, but faces challenges in accelerating project implementation.
2) Recent government reforms like a direct investment law, new PPP law, and revised companies law aim to improve the business climate and attract private sector participation in projects.
3) Kuwait needs to develop its domestic project financing capabilities as many projects will utilize public-private partnerships which require significant non-sponsor financing, though a recent $1.43 billion water and power project has increased Kuwait's profile in project finance.
Algae surfboards – a new addition to your quiverDisrupt. Surfing
Algae surfboards – a new addition to your quiver- Algae Surfboards are a new addition to the long list of innovations coming into the surfing industry.
El documento describe las tres partes principales del cerebro humano: el cerebro reptiliano, el sistema límbico y el neocórtex. El cerebro reptiliano es el más antiguo y controla los instintos y la supervivencia. El sistema límbico está relacionado con las emociones y la memoria. El neocórtex es el centro racional y lógico que une los instintos y las emociones con el pensamiento abstracto. Las tres partes se interconectan a nivel neuronal y bioquímico para permitir el funcionamiento psíquico
Samsung Electronics Co., Ltd. is a South Korean multinational electronics company headquartered in Samsung Town, Seoul. The document outlines Samsung's key leadership, history, vision, business segments, competitors, SWOT analysis, and marketing strategy. It discusses Samsung's focus on innovation and technology across its consumer electronics, IT, mobile and device solutions businesses. The summary provides an overview of Samsung's operations and strategic approach.
The document summarizes holiday destinations along Romania's Black Sea coast, known for its warm climate, long stretches of sandy beaches, and ancient monuments. It describes the many beach resorts located along 45 miles of fine sand beaches, including popular destinations like Mamaia, Eforie, Neptun, Jupiter, Venus, and Saturn. Additionally, the Black Sea coast is renowned for its therapeutic mud baths and medical treatments available at spas in Eforie Nord and Mangalia.
The document appears to be lyrics from 15 different love songs. In 3 sentences or less, the summaries are:
The songs discuss themes of love, longing, heartbreak and commitment. They describe feelings of missing a lover, wanting to be with them, and struggling with the end of relationships. The lyrics express deep emotions about falling in love, being in love, and the challenges of love.
1) Kuwait has over $80 billion in infrastructure investments planned through 2020 to develop projects and diversify its oil-dependent economy, but faces challenges in accelerating project implementation.
2) Recent government reforms like a direct investment law, new PPP law, and revised companies law aim to improve the business climate and attract private sector participation in projects.
3) Kuwait needs to develop its domestic project financing capabilities as many projects will utilize public-private partnerships which require significant non-sponsor financing, though a recent $1.43 billion water and power project has increased Kuwait's profile in project finance.
Algae surfboards – a new addition to your quiverDisrupt. Surfing
Algae surfboards – a new addition to your quiver- Algae Surfboards are a new addition to the long list of innovations coming into the surfing industry.
El documento describe las tres partes principales del cerebro humano: el cerebro reptiliano, el sistema límbico y el neocórtex. El cerebro reptiliano es el más antiguo y controla los instintos y la supervivencia. El sistema límbico está relacionado con las emociones y la memoria. El neocórtex es el centro racional y lógico que une los instintos y las emociones con el pensamiento abstracto. Las tres partes se interconectan a nivel neuronal y bioquímico para permitir el funcionamiento psíquico
Samsung Electronics Co., Ltd. is a South Korean multinational electronics company headquartered in Samsung Town, Seoul. The document outlines Samsung's key leadership, history, vision, business segments, competitors, SWOT analysis, and marketing strategy. It discusses Samsung's focus on innovation and technology across its consumer electronics, IT, mobile and device solutions businesses. The summary provides an overview of Samsung's operations and strategic approach.
The document summarizes holiday destinations along Romania's Black Sea coast, known for its warm climate, long stretches of sandy beaches, and ancient monuments. It describes the many beach resorts located along 45 miles of fine sand beaches, including popular destinations like Mamaia, Eforie, Neptun, Jupiter, Venus, and Saturn. Additionally, the Black Sea coast is renowned for its therapeutic mud baths and medical treatments available at spas in Eforie Nord and Mangalia.
The document appears to be lyrics from 15 different love songs. In 3 sentences or less, the summaries are:
The songs discuss themes of love, longing, heartbreak and commitment. They describe feelings of missing a lover, wanting to be with them, and struggling with the end of relationships. The lyrics express deep emotions about falling in love, being in love, and the challenges of love.
Novo Nordisk is a global healthcare company headquartered in Denmark that employs 40,000 people across 75 countries. It is a world-class company that has topped lists for CEO performance. The company believes in the triple bottom line of a healthy economy, environment, and society for long-term business success. Novo Nordisk uses its intranet Globe Share, developed by IT provider NNIT, for knowledge management across countries. It involved stakeholders in designing the system and conducted communication activities to implement it successfully. The intranet improves knowledge sharing and interaction among employees through features like blogs and personalized pages.
Prometheus: A Next Generation Monitoring System (FOSDEM 2016)Brian Brazil
A look at how Prometheus's instrumentation, data model, query language, manageability and reliability make it a next generation solution.
Video: https://www.youtube.com/watch?v=cwRmXqXKGtk
Contact us: prometheus@robustperception.io
Esteve Duran is a senior controller with over 20 years of experience in financial controlling roles. He has a bachelor's degree in business administration and an MBA with a specialization in controlling. He is fluent in English and French. His experience includes developing KPIs and reports, budgeting and forecasting, monthly closing processes, and analyzing variances. He has extensive experience with SAP modules including FI, CO, BI, SD, PP and MM. He is looking for new challenges in a business/commercial/industrial controlling role.
El artículo resume la novela "Pasión y muerte de Iosu Expósito" del escritor Beñat Arginzoniz, la cual narra los últimos días del guitarrista Iosu Expósito de la banda de punk Eskorbuto. La novela publicada por la editorial independiente bilbaína El Gallo de Oro explora la figura del poeta antitodo Iosu Expósito y el movimiento Rock Radical Vasco a través de citas atribuidas a él. Veintidós años después de su muerte, la música de Eskorbuto y la le
Ford Motors was the first US automaker to acquire ISO 14001 certification for all of its suppliers and manufacturing facilities in 1999. ISO 14001 helps Ford consolidate plant requirements, regulate industry standards using tools like its Global Emission Manager database, and monitor energy use, carbon emissions, and waste. Using ISO 14001 provides benefits like cost savings through improved resource management, ensuring legislative compliance, and decreasing liability risks.
This document contains a repeating sequence of numbers: 15 4 3 210 9 8 7 6. The same 7 numbers are listed on each of 7 lines in the document. The document provides limited information as it only contains this single repeating numeric sequence listed multiple times.
El metro de Londres, conocido como London Underground, ha estado operando desde 1863 y cuenta con 274 estaciones. Su logotipo consiste en un círculo rojo con una barra horizontal azul en el centro y la palabra "UNDERGROUND" ha sido su identidad corporativa desde el inicio. El diseño de la señalización ha evolucionado a través del tiempo para mejorar la legibilidad pero siempre mantiene el mismo estilo uniforme.
The document outlines a pilot project called "Opening Doors" which aims to provide improved and extended primary care access for patients in Morecambe, UK from 8am to 8pm, 7 days a week. The pilot will cover over 61,000 patients across 4 practices and involve collaboration with out-of-hours, same day minor illness, ambulance, and district nursing services. During the week, practices will have extended hours and on weekends a central site will provide appointments with doctors and receptionists who can access full patient records. The pilot aims to prevent unnecessary hospital attendances and admissions by directing patients to the most appropriate care. Outcomes will be measured to assess patient satisfaction, costs, and impact on emergency department and hospital
The document summarizes various news items from BSUH:
1) A new assessment area has been created in the Emergency Department to improve and speed up patient assessments. This involves dedicated cubicles and consultant-led assessments between noon and 9pm.
2) Demolition has started on the first building to be removed as part of the hospital redevelopment project. This will provide more space for the new buildings while minimizing disruption.
3) A scaffolder working on the hospital helideck project raised over £500 by shaving his beard and hair for the neonatal unit.
4) Other news items include a new staff support service called 'Connections', a weight loss program for staff, and an
The document summarizes the Habitat for Healing campaign by Borgess Health Alliance to renovate and expand their Level 1 Emergency and Trauma Center. The key points are:
1) Funds from the campaign will be used to renovate the emergency center to provide more private treatment rooms, expand the overall space, and add new diagnostic technologies like a 64-slice CT scanner.
2) These upgrades are needed to keep up with growing demand and provide patients with the highest quality and most private emergency care.
3) Donations from the community will play a vital role in supporting the campaign and strengthening Borgess' ability to care for the health of the region.
The document summarizes the launch of a new electronic prescribing and medicines administration (ePMA) system at Southend University Hospital. With a £1.1 million investment, half from the government and half matched by the trust, the hospital has recently launched the new e-prescribing system. It is designed to save staff time, improve patient flow, and most importantly improve patient safety and quality of care by eliminating errors from handwritten prescriptions. The system has already been rolled out successfully on one ward and will continue being implemented across other wards and clinics over the next 18 months. Staff feedback has been positive, praising the time savings and benefits for both staff and patients.
HHS is committed to redeveloping WLMH and has created a vision for its future based on stakeholder input. Key programs proposed for the redeveloped WLMH include 24-hour emergency care, maternal/newborn services, community surgery, and specialty clinics. HHS has recommended WLMH be a demonstration site for integrated community care. The number and type of hospital beds is still being discussed. HHS looks forward to continuing conversations as the redevelopment moves ahead.
The document discusses the future of healthcare and General Health System's strategic plan to transform care delivery. It notes that healthcare spending is rising while community health is not improving. General Health System aims to focus on population health and value-based care through initiatives like a telehealth program, price transparency tools, and expanding access to primary and specialty care across multiple campuses and clinics. The system has received numerous quality awards and aims to continue leading the transition to a more affordable and accessible healthcare model.
The document discusses the UK medical device market and the NHS. It describes M3AT's attempts to develop and fast track innovative medical devices to NHS patients. Specifically, it discusses M3AT's development of Urocomfor, a new urine management system. Urocomfor provides benefits to patients by improving autonomy and dignity. It benefits nurses by freeing them from unnecessary tasks. For hospitals, it can reduce costs from infections and accidents while improving patient satisfaction. However, start-up companies like M3AT find it difficult to get innovative devices through the NHS supply chain process and contracts.
BPF-Quality-Buildings-Quality-Care-Nov-15-web_0Karen West
This document discusses how investment in healthcare real estate can contribute to improved patient care and staff wellbeing. It finds that services provided from new healthcare premises are three to four times more likely to receive an "Outstanding" rating from regulators. Modern facilities are also safer for patients, with 30% lower fall rates and 10% lower overall patient harm in new hospitals and care homes. Continuous investment in flexible, future-proof buildings is critical to ensure these benefits are realized across the entire national healthcare portfolio. Doing so would benefit both patients and healthcare professionals.
The Sir Robert Ogden Macmillan Centre (SROMC) has opened and offers a wide range of cancer services including outpatient clinics, chemotherapy, supportive care treatments, and an acute oncology service. The centre aims to provide holistic care for cancer patients. Phil, a Macmillan benefits advisor at the centre, has helped clients claim over £500,000 in benefits in the first 6 months. The centre also offers hair loss services, free cancer patient parking, and upcoming events on dying matters and sun safety.
Healthcare at Home: There's no place like homeConor Henry
Healthcare at Home and the clinical homecare expert panel, have launched their second report “There’s no place like home”. The report shows the NHS in England could save a potential 500,000 bed days each year if every acute trust used virtual wards at the same scale as the trusts studied for the report. This could save at least £120 million, or 21% of all NHS providers’ predicted deficit for 2016-2017.
After publishing their first report last year, 'Building the case for clinical care in the home', the expert panel were challenged to quantify the actual savings that clinical care in the home could make. “There’s no place like home” marks the first time that independently validated data has been able to do this.
The report analysed the records of more than 9,000 patients who had been cared for on a virtual ward between October 2012 and May 2016, comparing them to more than 4.2 million patients who had received all their care in NHS hospitals. Both patients and acute trusts benefited from the virtual ward: the acute trusts saved money and gained capacity. The trusts in the study are estimated to have saved £490 for each inpatient spell that is for each continuous period of time a patient’s medical care was the responsibility of a hospital consultant.
Healthcare at Home is proud to be part of, and support, the clinical homecare expert panel. Its work building the case for, and quantify the saving available by implementing, clinical care in the home will continue beyond this report into next year.
The next step for acute trusts is to explore how to make clinical care in the home work in their area. The methodology we used in this report can be modelled to demonstrate savings for individual trusts.
If you would like to discuss this further or be involved in the next piece of work, please contact hello@hah.co.uk.
1) A five-year study led by Professor Amar Rangan compared surgical versus non-surgical treatment of broken shoulders and found no significant difference in outcomes between the two approaches.
2) The study was the largest clinical trial ever conducted on shoulder fractures and involved over 250 patients across 32 UK hospitals.
3) Finding no difference between surgical and non-surgical treatment could significantly reduce costs for the NHS as surgery is increasingly being used but may not be necessary for most shoulder fractures.
Premier Urgent Care brochure henry final 5.7.16Michael Woyan
Premier Urgent Care was founded in 2006 to provide an alternative to costly and inconvenient emergency room care for non-life threatening conditions. It has since expanded to 19 centers in the Delaware Valley area. The document discusses how emergency room care is inefficient and expensive, straining the healthcare system, while urgent care provides a cheaper, faster, and more convenient option. It outlines Premier Urgent Care's growth and plans to further expand its network of urgent care centers to better meet consumer needs and preferences.
The document summarizes several new developments and improvements at St. Mary's NHS Trust, including:
1) The launch of a new user-friendly website providing improved access to information for patients, the public and GPs.
2) The opening of a dedicated three-bedded Cardiac Recovery Unit next to the cardiac surgery ward, equipped with modern facilities to aid patient recovery.
3) The relocation of the breast screening service from mobile units to a permanent unit located at St. Mary's Hospital, improving local access to screening.
4) Refurbishments to the Winnicott Specialist Baby Care Unit, including an electronic patient record system and improved clinical space and facilities.
Novo Nordisk is a global healthcare company headquartered in Denmark that employs 40,000 people across 75 countries. It is a world-class company that has topped lists for CEO performance. The company believes in the triple bottom line of a healthy economy, environment, and society for long-term business success. Novo Nordisk uses its intranet Globe Share, developed by IT provider NNIT, for knowledge management across countries. It involved stakeholders in designing the system and conducted communication activities to implement it successfully. The intranet improves knowledge sharing and interaction among employees through features like blogs and personalized pages.
Prometheus: A Next Generation Monitoring System (FOSDEM 2016)Brian Brazil
A look at how Prometheus's instrumentation, data model, query language, manageability and reliability make it a next generation solution.
Video: https://www.youtube.com/watch?v=cwRmXqXKGtk
Contact us: prometheus@robustperception.io
Esteve Duran is a senior controller with over 20 years of experience in financial controlling roles. He has a bachelor's degree in business administration and an MBA with a specialization in controlling. He is fluent in English and French. His experience includes developing KPIs and reports, budgeting and forecasting, monthly closing processes, and analyzing variances. He has extensive experience with SAP modules including FI, CO, BI, SD, PP and MM. He is looking for new challenges in a business/commercial/industrial controlling role.
El artículo resume la novela "Pasión y muerte de Iosu Expósito" del escritor Beñat Arginzoniz, la cual narra los últimos días del guitarrista Iosu Expósito de la banda de punk Eskorbuto. La novela publicada por la editorial independiente bilbaína El Gallo de Oro explora la figura del poeta antitodo Iosu Expósito y el movimiento Rock Radical Vasco a través de citas atribuidas a él. Veintidós años después de su muerte, la música de Eskorbuto y la le
Ford Motors was the first US automaker to acquire ISO 14001 certification for all of its suppliers and manufacturing facilities in 1999. ISO 14001 helps Ford consolidate plant requirements, regulate industry standards using tools like its Global Emission Manager database, and monitor energy use, carbon emissions, and waste. Using ISO 14001 provides benefits like cost savings through improved resource management, ensuring legislative compliance, and decreasing liability risks.
This document contains a repeating sequence of numbers: 15 4 3 210 9 8 7 6. The same 7 numbers are listed on each of 7 lines in the document. The document provides limited information as it only contains this single repeating numeric sequence listed multiple times.
El metro de Londres, conocido como London Underground, ha estado operando desde 1863 y cuenta con 274 estaciones. Su logotipo consiste en un círculo rojo con una barra horizontal azul en el centro y la palabra "UNDERGROUND" ha sido su identidad corporativa desde el inicio. El diseño de la señalización ha evolucionado a través del tiempo para mejorar la legibilidad pero siempre mantiene el mismo estilo uniforme.
The document outlines a pilot project called "Opening Doors" which aims to provide improved and extended primary care access for patients in Morecambe, UK from 8am to 8pm, 7 days a week. The pilot will cover over 61,000 patients across 4 practices and involve collaboration with out-of-hours, same day minor illness, ambulance, and district nursing services. During the week, practices will have extended hours and on weekends a central site will provide appointments with doctors and receptionists who can access full patient records. The pilot aims to prevent unnecessary hospital attendances and admissions by directing patients to the most appropriate care. Outcomes will be measured to assess patient satisfaction, costs, and impact on emergency department and hospital
The document summarizes various news items from BSUH:
1) A new assessment area has been created in the Emergency Department to improve and speed up patient assessments. This involves dedicated cubicles and consultant-led assessments between noon and 9pm.
2) Demolition has started on the first building to be removed as part of the hospital redevelopment project. This will provide more space for the new buildings while minimizing disruption.
3) A scaffolder working on the hospital helideck project raised over £500 by shaving his beard and hair for the neonatal unit.
4) Other news items include a new staff support service called 'Connections', a weight loss program for staff, and an
The document summarizes the Habitat for Healing campaign by Borgess Health Alliance to renovate and expand their Level 1 Emergency and Trauma Center. The key points are:
1) Funds from the campaign will be used to renovate the emergency center to provide more private treatment rooms, expand the overall space, and add new diagnostic technologies like a 64-slice CT scanner.
2) These upgrades are needed to keep up with growing demand and provide patients with the highest quality and most private emergency care.
3) Donations from the community will play a vital role in supporting the campaign and strengthening Borgess' ability to care for the health of the region.
The document summarizes the launch of a new electronic prescribing and medicines administration (ePMA) system at Southend University Hospital. With a £1.1 million investment, half from the government and half matched by the trust, the hospital has recently launched the new e-prescribing system. It is designed to save staff time, improve patient flow, and most importantly improve patient safety and quality of care by eliminating errors from handwritten prescriptions. The system has already been rolled out successfully on one ward and will continue being implemented across other wards and clinics over the next 18 months. Staff feedback has been positive, praising the time savings and benefits for both staff and patients.
HHS is committed to redeveloping WLMH and has created a vision for its future based on stakeholder input. Key programs proposed for the redeveloped WLMH include 24-hour emergency care, maternal/newborn services, community surgery, and specialty clinics. HHS has recommended WLMH be a demonstration site for integrated community care. The number and type of hospital beds is still being discussed. HHS looks forward to continuing conversations as the redevelopment moves ahead.
The document discusses the future of healthcare and General Health System's strategic plan to transform care delivery. It notes that healthcare spending is rising while community health is not improving. General Health System aims to focus on population health and value-based care through initiatives like a telehealth program, price transparency tools, and expanding access to primary and specialty care across multiple campuses and clinics. The system has received numerous quality awards and aims to continue leading the transition to a more affordable and accessible healthcare model.
The document discusses the UK medical device market and the NHS. It describes M3AT's attempts to develop and fast track innovative medical devices to NHS patients. Specifically, it discusses M3AT's development of Urocomfor, a new urine management system. Urocomfor provides benefits to patients by improving autonomy and dignity. It benefits nurses by freeing them from unnecessary tasks. For hospitals, it can reduce costs from infections and accidents while improving patient satisfaction. However, start-up companies like M3AT find it difficult to get innovative devices through the NHS supply chain process and contracts.
BPF-Quality-Buildings-Quality-Care-Nov-15-web_0Karen West
This document discusses how investment in healthcare real estate can contribute to improved patient care and staff wellbeing. It finds that services provided from new healthcare premises are three to four times more likely to receive an "Outstanding" rating from regulators. Modern facilities are also safer for patients, with 30% lower fall rates and 10% lower overall patient harm in new hospitals and care homes. Continuous investment in flexible, future-proof buildings is critical to ensure these benefits are realized across the entire national healthcare portfolio. Doing so would benefit both patients and healthcare professionals.
The Sir Robert Ogden Macmillan Centre (SROMC) has opened and offers a wide range of cancer services including outpatient clinics, chemotherapy, supportive care treatments, and an acute oncology service. The centre aims to provide holistic care for cancer patients. Phil, a Macmillan benefits advisor at the centre, has helped clients claim over £500,000 in benefits in the first 6 months. The centre also offers hair loss services, free cancer patient parking, and upcoming events on dying matters and sun safety.
Healthcare at Home: There's no place like homeConor Henry
Healthcare at Home and the clinical homecare expert panel, have launched their second report “There’s no place like home”. The report shows the NHS in England could save a potential 500,000 bed days each year if every acute trust used virtual wards at the same scale as the trusts studied for the report. This could save at least £120 million, or 21% of all NHS providers’ predicted deficit for 2016-2017.
After publishing their first report last year, 'Building the case for clinical care in the home', the expert panel were challenged to quantify the actual savings that clinical care in the home could make. “There’s no place like home” marks the first time that independently validated data has been able to do this.
The report analysed the records of more than 9,000 patients who had been cared for on a virtual ward between October 2012 and May 2016, comparing them to more than 4.2 million patients who had received all their care in NHS hospitals. Both patients and acute trusts benefited from the virtual ward: the acute trusts saved money and gained capacity. The trusts in the study are estimated to have saved £490 for each inpatient spell that is for each continuous period of time a patient’s medical care was the responsibility of a hospital consultant.
Healthcare at Home is proud to be part of, and support, the clinical homecare expert panel. Its work building the case for, and quantify the saving available by implementing, clinical care in the home will continue beyond this report into next year.
The next step for acute trusts is to explore how to make clinical care in the home work in their area. The methodology we used in this report can be modelled to demonstrate savings for individual trusts.
If you would like to discuss this further or be involved in the next piece of work, please contact hello@hah.co.uk.
1) A five-year study led by Professor Amar Rangan compared surgical versus non-surgical treatment of broken shoulders and found no significant difference in outcomes between the two approaches.
2) The study was the largest clinical trial ever conducted on shoulder fractures and involved over 250 patients across 32 UK hospitals.
3) Finding no difference between surgical and non-surgical treatment could significantly reduce costs for the NHS as surgery is increasingly being used but may not be necessary for most shoulder fractures.
Premier Urgent Care brochure henry final 5.7.16Michael Woyan
Premier Urgent Care was founded in 2006 to provide an alternative to costly and inconvenient emergency room care for non-life threatening conditions. It has since expanded to 19 centers in the Delaware Valley area. The document discusses how emergency room care is inefficient and expensive, straining the healthcare system, while urgent care provides a cheaper, faster, and more convenient option. It outlines Premier Urgent Care's growth and plans to further expand its network of urgent care centers to better meet consumer needs and preferences.
The document summarizes several new developments and improvements at St. Mary's NHS Trust, including:
1) The launch of a new user-friendly website providing improved access to information for patients, the public and GPs.
2) The opening of a dedicated three-bedded Cardiac Recovery Unit next to the cardiac surgery ward, equipped with modern facilities to aid patient recovery.
3) The relocation of the breast screening service from mobile units to a permanent unit located at St. Mary's Hospital, improving local access to screening.
4) Refurbishments to the Winnicott Specialist Baby Care Unit, including an electronic patient record system and improved clinical space and facilities.
The document discusses several medical devices and technologies. It begins by describing a new collaboration between Alder Hey Children's Hospital and Karl Storz to develop minimally invasive surgical technologies for pediatric patients. It then discusses new initiatives by the UK government and health organizations to reduce sepsis, including new guidelines and tools for diagnosis. It concludes by mentioning new monitoring systems installed at Lister Hospital in the UK from Fukuda Denshi.
This review takes a look at some of the NHS England highlights over the last year, and includes real life case studies which show how the NHS put patients first.
Fully established on 1 April 2013, NHS England is an Executive Non-Departmental Public Body responsible for overseeing the running of the NHS. It aims to improve the health of people in England by working in an open, evidence-based and inclusive way, keeping patients at the heart of everything it does.
Can practice managers save the NHS (CHEC practice manager masterclass)Robert Varnam Coaching
The document discusses the future of general practice in the UK National Health Service (NHS). It argues that general practice is currently constrained and unable to deliver its full potential due to lack of funding, workforce shortages, and outdated premises. However, it also notes positive changes underway, like new models of care and types of organizations. Going forward, it envisions patient-centered care enabled by multiprofessional teams, new skills and roles, and organizations collaborating across practices to deliver services at scale. The key is pursuing purpose over form and focusing on leadership, service redesign, and freeing up capacity through reducing bureaucracy and demand.
Rob Duncombe was named the Working with Finance - Clinician of the Year for his work as director of pharmacy at The Christie NHS Foundation Trust. He has implemented two initiatives that have improved patient care while reducing costs. The first, a cyclical prescribing scheme for chemotherapy patients, introduced monthly check-in phone calls with pharmacists instead of 3-month prescriptions, reducing wastage by £50,000 in the first pilot. The second was outsourcing pharmacy dispensing, saving £1 million annually while maintaining services. Duncombe aims to share these initiatives to benefit patients and save costs across Greater Manchester.
Kentuckiana Medical Center (KMC) in Clarksville, IN, has opened its new state-of-the-art Emergency Department and is offering patients a wait time of 15 minutes or less. Now managed by Wichita-KS based Galichia Hospital Group (GHG), KMC is benefiting from the Group’s past experience successfully making a similar promise to ER patients at Galichia Heart Hospital in Kansas.
Healthwatch Waltham forest is the independent ‘consumer champion’ for health and social care. We were created by the Health & Social Act 2012 to represent the views of patients and the public in our local area.
Sajid Ahmed presented on the implementation of an EHR system at Martin Luther King Jr Community Hospital on a limited budget and tight timeline. The hospital was established through a public-private partnership between LA County and UCLA. Key strategies for successful implementation included aligning the culture, processes and people; allowing the processes to drive the EHR design rather than the other way around; and focusing on the hospital's mission when facing challenges. Through extensive planning and vendor management, the EHR went live on time and on budget to support the hospital's opening.
1. Outtnding
care
always
News about Kingston General Hospital – Outstanding care, alwaysTM
Coming up
Out t nding
care
always
Free staff relaxation massages:
Drop by the Occupational
Health, Safety and Wellness
office on Armstrong 1 for a free
massage from Trillium College
students between 9 a.m. and
4 p.m. on a number of select
Sundays between now and June.
Massages will last 15 minutes and
will be done over clothing. Visit
KGH Today for more details.
Weight Watchers at Work: Weight
Watchers uses the latest scientific
thinking to help people lose
weight in a sustainable way. Here
at KGH, a trained Weight Watchers
leader will provide experienced
guidance at weekly meetings and
you will now get 20 weeks for the
price of 16. The meetings will be
held on Tuesdays at noon starting
on April 12 and will run until
August 23. Visit KGH Today or
www.kghwellness.ca for details.
Thai Yoga Massage: This is a form
of massage where one is guided
through a series of passive yoga
stretches while the instructor
provides gentle hands-on touch.
Drop by the Burr 1 Conference
Room on Wednesdays at 5:30
p.m. starting on March 30. The
cost is $10 per class.
New Library Services tools:
KGH is trying out a new point-of-
care tool on our Library Services
page on our intranet. It's called
UpToDate and there are surveys
on the page where you can share
your feedback. Visit KGH Today
for more details.
March 29, 2016 volume 6, issue 12
New TV screens installed around KGH
Screens to display a mix of helpful information and ads
It’s not just better lighting and the colourful
new paint on the walls catching peoples’
attention these days around KGH. You
may also have noticed the new TV screens
that have been installed in several strategic
locations, including waiting rooms and
busy lobbies.
The screens are part of a partnership
with a company called Creative Display
Technology and each is programmed
to show a blend of local and national
advertisements, along with some special
messages created by KGH. In some
locations there is a second screen that
streams the CBC News Network for people
to watch.
“We are always looking for new
ways to communicate with our patients,
families and other visitors and this is a
great new tool we can use to share helpful
information in a timely way,” says Theresa
MacBeth, Director of Strategy Management
and Communications. “Along with our
KGH information, the screens will also
show approved advertisements that might
be of interest to our visitors. This will
generate thousands of dollars in revenue
that we can then apply to patient care.”
Patient Experience Advisors have been
engaged in the process by pre-approving
categories of ads that are appropriate for all
audiences inside KGH.
The screens are now up and running
in six busy locations around the hospital,
including the Abramsky main lobby near
the Tim Hortons outlet, and another near
the entrance to the Atrium cafeteria on
Davies 0.
Three more locations are in the Burr
wing, with screens in the Burr wing lobby,
the Cancer Care Clinic waiting room, and
the Radiation Treatment waiting room.
The remaining set of screens is in
the waiting room of our Emergency
Department. These screens were installed
in 2014 as part of a pilot project to see how
the technology could be best put to use in
one of our busy waiting rooms.
“We have created special screen
messages to answer some of the common
questions people may have while waiting
in the ED, including information about
how patient flow works in our area and
about some of our specialty programs,” says
Damiano Loricchio, Project Manager in the
The screens in our Emergency Department waiting room helped pilot the project for KGH.
ED. “As another example, there is also
information on what patients should
do if they begin to feel worse which
has been helpful for patients and staff.”
Continued on next page...
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New TV screens installed continued....
New inter-hospital shuttle service
ready to roll starting in April
A new shuttle will begin
making the rounds between
KGH, Hotel Dieu Hospital
and Providence Care. Our
contract with McCoy to
provide the inter-hospital
shuttle service is coming to
an end and a new shuttle
operated by our security
service partner G4S will be
taking its place starting on
Friday, April 1.
With the change in
providers also comes a
change in the vehicle that will
be driving the loop all day.
Instead of the mini-bus, the
new shuttle will be an eight-
seat passenger van.
“We looked at the
amount of people riding the shuttle
on a daily basis and found that it was
usually more empty than full,” says
Brenda Conway, Manager of Emergency
Management, Parking and the Security
Operations Centre. “We decided that a
smaller vehicle would be more economical
and would work well for our purposes.
However, people who park at St. Mary’s of
the Lake and take the shuttle to KGH each
morning may want to leave a little extra
time as we expect that to be the busiest
time of the day for the new shuttle.”
The shuttle’s schedule will also
change as of April 1. It will now be
providing 15 minute service between all
three hospitals, which will mean less wait
time and more convenience for shuttle
riders. It will begin running at 6:35 a.m.
each morning and will run through the
Team prize winners
As part of the engagement survey,
teams with high participation rates
were entered into a draw and prizes
are now ready to be handed out in
five categories.
Small teams (0 to 15 people)
• Oncology Medical Physics
• Infection Control
Mid-size teams (16 to 30 people)
• Clinical/Business Information
Systems
• Central Processing Services
Mid-size teams (31 to 49 people)
• Plant Engineering Maintenance
Services
• Social Work
• Performance Management
Patient Safety
Medium-size teams (50 to 100)
• Clinical Labs Group 2 – Blood
Bank, Chemi
• Kidd 7/MSSU/Endoscopy
Large teams (100+ people)
• Cardiac Sciences Unit
• Intensive Care Unit
Congratulations to the winners! ¤
day until 6:20 p.m. It will arrive in 15
minute intervals at each of the following
stops:
• Stop 1: Providence Care - St.
Mary’s of the Lake site
• Stop 2: KGH - Armstrong wing
• Stop 3: KGH - Watkins wing
• Stop 4: HDH - Urgent Care Centre
• Stop 5: KGH - Burr wing
People travelling to Providence Care
should catch the shuttle at the new Burr
wing stop. The Burr wing stop replaces
the old George Street/Stuart Street stop to
help relieve traffic congestion at the busy
intersection.
For more information about the
changes to the shuttle service, or to see
the new schedule, visit KGH Today. ¤
A more economical eight-seat passenger van will be replacing
the existing McCoy mini-bus service to all three hospitals.
When it comes to creating new
messages for the screens, the Strategy
Management and Communications
department will be managing the process
to ensure the information displayed will
be of interest to our patients, families
and visitors and to ensure it is properly
branded and easy to read and understand.
If you have any questions about
the new screens, contact the KGH SMC
department via email. ¤