This document summarizes a learning session on implementing team-based care. It includes:
- Presentations from various health centers on their work refining core and extended team structures, running effective team meetings, and implementing daily huddles.
- A discussion of assessing roles and responsibilities to reduce duplication and standardize processes. Progress made in the first six-week action period is reviewed.
- The agenda for the second half of the session focuses on refreshing skills in developing process maps, writing specific aims, and applying the PDSA quality improvement methodology. Assignments for the next six-week action period are also reviewed.
Using Rapid Feedback Evaluation to Guide Implementtion and Improve Adoption C...Laura Pickrell
The document describes using Rapid Feedback Evaluation (RFE) methods to evaluate a multi-year training program for New Hampshire's child welfare and mental health workforce. RFE provided real-time feedback after each training session to guide adjustments between sessions and cohorts. This allowed changes to training content and delivery to best meet participant needs and increase support for new practices. Evaluations found improvements in participants' knowledge, skills, and abilities from pre- to post-training assessments, and most participants reported sharing information from the trainings with others.
This document provides an overview of a project to improve the onboarding process for new Resident Care Technicians (RCTs) at the Central Wisconsin Center. The Center currently uses an inconsistent approach to onboarding RCTs across different living units after they complete mandatory training. The goal of the project is to evaluate the current onboarding process and provide recommendations for developing a standardized, systematic approach to onboarding RCTs onto their assigned living units. This will help increase retention and engagement of new RCTs during a critical phase of joining the organization. The document outlines the organizational profile, current onboarding process, and provides a literature review on best practices to help inform recommendations.
We have helped many organizations apply neuroscience insights to improve performance, motivation, and employee well-being through various training programs. A global charity saw positive results after a 9-month training initiative introduced strategic and behavioral changes to better capitalize on volunteer motivation. A utilities company transformed a typical customer service training by viewing it through the lens of brain science, making the content more engaging. Feedback from program participants consistently reports increased knowledge, ability to apply lessons, and achievement of business objectives.
This document discusses facilitating change through a collaborative approach between coaches and clients. It emphasizes the importance of building rapport early in the relationship through qualities like genuineness, empathy, and respect. Skills for building rapport include active listening, reflecting, paraphrasing, and self-disclosure when appropriate. Motivational interviewing is highlighted as an effective approach, using techniques like expressing empathy, developing discrepancies, rolling with resistance, and supporting self-efficacy. Coaches must understand stages of change and tailor their approach to match each client's stage. Commitment to change is increased by promoting internal motivation and minimizing external pressure.
1. The study evaluated the impact of using student facilitators compared to faculty facilitators for motivational interviewing education sessions with pharmacy students.
2. Results showed that there were no significant differences in students' perceived or actual motivational interviewing skills based on whether they had a student facilitator or faculty facilitator.
3. Student evaluations of facilitators also showed no significant differences between student and faculty facilitators.
Dr Mary Browne, QPS Division lead for QA+I Resources, HSEInvestnet
This document summarizes Dr. Mary Browne's presentation at the National Primary Care Conference on quality improvement initiatives. It defines quality using dimensions from the Institute of Medicine and NHS Scotland, then outlines current pressures on healthcare systems like diminished resources, extra workload, and media attention. It stresses the importance of delivering safe, quality care through continuity of care, excellent access, highly trained staff, and quality improvement work. The presentation discusses approaching national quality standards, focusing on listening to staff and patients, assessing and measuring quality, and embracing transparency.
This document summarizes a learning session on implementing team-based care. It includes:
- Presentations from various health centers on their work refining core and extended team structures, running effective team meetings, and implementing daily huddles.
- A discussion of assessing roles and responsibilities to reduce duplication and standardize processes. Progress made in the first six-week action period is reviewed.
- The agenda for the second half of the session focuses on refreshing skills in developing process maps, writing specific aims, and applying the PDSA quality improvement methodology. Assignments for the next six-week action period are also reviewed.
Using Rapid Feedback Evaluation to Guide Implementtion and Improve Adoption C...Laura Pickrell
The document describes using Rapid Feedback Evaluation (RFE) methods to evaluate a multi-year training program for New Hampshire's child welfare and mental health workforce. RFE provided real-time feedback after each training session to guide adjustments between sessions and cohorts. This allowed changes to training content and delivery to best meet participant needs and increase support for new practices. Evaluations found improvements in participants' knowledge, skills, and abilities from pre- to post-training assessments, and most participants reported sharing information from the trainings with others.
This document provides an overview of a project to improve the onboarding process for new Resident Care Technicians (RCTs) at the Central Wisconsin Center. The Center currently uses an inconsistent approach to onboarding RCTs across different living units after they complete mandatory training. The goal of the project is to evaluate the current onboarding process and provide recommendations for developing a standardized, systematic approach to onboarding RCTs onto their assigned living units. This will help increase retention and engagement of new RCTs during a critical phase of joining the organization. The document outlines the organizational profile, current onboarding process, and provides a literature review on best practices to help inform recommendations.
We have helped many organizations apply neuroscience insights to improve performance, motivation, and employee well-being through various training programs. A global charity saw positive results after a 9-month training initiative introduced strategic and behavioral changes to better capitalize on volunteer motivation. A utilities company transformed a typical customer service training by viewing it through the lens of brain science, making the content more engaging. Feedback from program participants consistently reports increased knowledge, ability to apply lessons, and achievement of business objectives.
This document discusses facilitating change through a collaborative approach between coaches and clients. It emphasizes the importance of building rapport early in the relationship through qualities like genuineness, empathy, and respect. Skills for building rapport include active listening, reflecting, paraphrasing, and self-disclosure when appropriate. Motivational interviewing is highlighted as an effective approach, using techniques like expressing empathy, developing discrepancies, rolling with resistance, and supporting self-efficacy. Coaches must understand stages of change and tailor their approach to match each client's stage. Commitment to change is increased by promoting internal motivation and minimizing external pressure.
1. The study evaluated the impact of using student facilitators compared to faculty facilitators for motivational interviewing education sessions with pharmacy students.
2. Results showed that there were no significant differences in students' perceived or actual motivational interviewing skills based on whether they had a student facilitator or faculty facilitator.
3. Student evaluations of facilitators also showed no significant differences between student and faculty facilitators.
Dr Mary Browne, QPS Division lead for QA+I Resources, HSEInvestnet
This document summarizes Dr. Mary Browne's presentation at the National Primary Care Conference on quality improvement initiatives. It defines quality using dimensions from the Institute of Medicine and NHS Scotland, then outlines current pressures on healthcare systems like diminished resources, extra workload, and media attention. It stresses the importance of delivering safe, quality care through continuity of care, excellent access, highly trained staff, and quality improvement work. The presentation discusses approaching national quality standards, focusing on listening to staff and patients, assessing and measuring quality, and embracing transparency.
This document presents a mock action research proposal to address the problem of excessive patient wait times at a medical practice. The population involved includes patients ranging from infants to 90 years old, two physicians, two clinical personnel, and two administrative staff. The purpose of studying this population is that they are directly impacted by long wait times. Research questions focus on how to better prepare patients and staff for appointments. Developing a solution would require observing processes, planning changes, and retraining staff on new procedures. The presenter feels passionate about reducing wait times because it would improve both the work environment and patients' experiences at the office.
The document discusses considerations for primary care clinical commissioning groups (PCNs) that have recently formed. It identifies common issues that PCNs spend time on such as governance structures, payment distributions, and contracts. The document also discusses lessons learned from common pitfalls when forming PCNs like not prioritizing clinician time or leadership development. Finally, it emphasizes the importance of PCNs establishing a clear purpose before focusing on specific functions or organizational structures.
This document describes the experience of the Mood Disorder Project at Derbyshire Healthcare Foundation Trust. It outlines how the project evolved from an existing 2-year group program to integrate individual therapy and medical interventions through funding from the CLARHC study. Key changes included modularizing group sessions, training staff in new therapies like MBCT and BA, and coordinating medical and therapy treatment. While medical input and individual therapy will end with the study, the service now has an efficient group program and merged CBT department that can effectively treat more clients.
Conscious Instruction: Awareness, Restoration & Growth in Knowledge Transfer(FMI email CECE@UNE.EDU)
Global Forum on Innovation in Health Professions Education
The National Academy of Sciences, Engineering, and Medicine
To view the case study: https://youtu.be/mVjii51ODzk
Shelley Cohen Konrad, Ph.D., L.C.S.W., F.N.A.P.
Director, School of Social Work Director, Center for Excellence in Collaborative Education Professor, School of Social Work
Karen T. Pardue, Ph.D., M.S., RN, CNE, ANEF
Dean, Westbrook College of Health Professions Professor, School of Nursing and Population Health Interim Director, Nutrition
Chat Moderator
Kris Hall, MFA
Program Manager, Center for Excellence in Collaborative Education
August 2020
This presentation addresses Step 3: "Train New Recruits & Current Faculty to be Effective Educators"
This document summarizes key factors for leading cultures that deliver high quality healthcare. It discusses the importance of having an inspirational vision focused on quality, clear aligned goals at all levels, good people management and employee engagement, continuous learning and quality improvement, teamwork and cooperation, and a values-based collective leadership strategy. Specific success factors highlighted include developing a compelling strategic narrative, inclusive leadership styles, empowering staff to lead change, learning organizations, multi-disciplinary teamwork, and shared/collective leadership approaches. Research evidence is presented showing benefits such as lower patient mortality, reduced errors and staff injuries when these cultural factors are implemented.
This document discusses the importance of engagement for new nurses and reducing turnover. It provides data showing that a "60 Day Hire" orientation program achieved a 95.5% retention rate for new nurses compared to 47% previously. This saved 23 nurses and $1.61 million compared to projected losses without the program. The top reasons for nurse turnover are related to work hours, seeking other positions, and personal/home life. Strategies to improve engagement and retention focus on strong manager and team relationships, resources, tailored orientation, and involving new nurses in unit decisions.
The document provides an agenda and materials for a session on developing team-based care capabilities. The session will include:
1) Summarizing progress and milestones from the previous six weeks, learning how to use data for improvement, and learning from specific aims and tests of change from various healthcare teams.
2) A presentation on using data for improvement, including displaying data over time, types of variation, and run charts.
3) Reports from three healthcare teams on their specific aims and tests of change from the previous period to improve team-based care.
4) Next steps and resources for the teams to continue their work in the coming six weeks.
The document outlines an agenda for a session on introducing the Q-PAC model for patient activation and involvement in quality management. The agenda includes introductions, an overview of patient activation, building patient capacity, patient-centered data reporting, and a panel discussion. The objectives are to introduce patient activation as a method for improving consumer involvement, provide a model for consumer involvement, and discuss a framework for patient data in quality management.
The NA should have told the RN about the medication left on the bedside table so the RN was aware of the situation and could properly assess and treat the patient. Throwing the medication away without informing the RN put the patient's safety at risk.
HHS provides customized workplace wellness solutions to help employees become more efficient, productive and empowered. Their services include effective communication training, brain optimization, stress management, and conflict resolution. Client testimonials praise HHS programs for cutting edge stress management strategies and ideas that increase team productivity. HHS combines neuroscience, coaching, psychology and organizational behavior to address issues like stress, which can lower employee engagement and productivity.
Teamwork is an important factor in patient safety and healthcare management. Researchers have observed that healthcare workers such as doctors, nurses, and pharmacists tend to work in groups rather than as effective teams due to hierarchical structures. True teamwork is needed in healthcare as it involves multiple professionals like physicians, nurses, and pharmacists working interdependently to heal patients. Effective teamwork is fostered when there are clear goals, stable core teams, adequate resources and administrative support, and feedback and evaluation of performance.
The document discusses interprofessional team collaboration (IPTC) in hospitals. It covers several topics including the context of changing healthcare needs, definitions of occupation and profession, models of interprofessional care and collaboration, theoretical constructs of IPTC, issues and challenges of IPTC, and the focus and objectives of the author's study on the impact of IPTC on healthcare professionals' job satisfaction, retention, and professional growth. The study will use mixed qualitative and quantitative methods including surveys, interviews, and document analysis with healthcare professionals in several hospitals in Nepal.
This document summarizes an ED director's presentation on using Lean principles and processes to drive cultural change and improve performance in the emergency department. The director discusses how their hospital used Lean interventions like value stream mapping, Kaizen events, and daily huddles to reduce wait times, lengths of stay, and improve patient satisfaction. Targets were set to reduce admission throughput time to under 60 minutes and get overall ED length of stay under 3 hours. Through engaging staff and continuous improvement efforts over several years, they were able to meet these goals and see patient satisfaction rankings rise from the 50s to the 90s percentile.
Health Care Homes: Creating Effective Practice TeamsMelissa DeBilzan
The document discusses creating effective practice teams in healthcare. It emphasizes that teams require the right people in the right roles, clear communication, and a focus on common goals. Leadership must set the culture and vision for team-based care. Effective teams also standardize workflows, involve patients, and continuously measure and communicate their progress.
A Nursing Leadership Guide: Communication, Teamwork, Mutual Support, Conflict...Ahmad Amirdash
This document provides an overview of a presentation on nursing leadership and effective communication. The presentation objectives are to help understand the importance of effective communication, identify barriers to communication, and apply tools to improve teamwork, communication, conflict resolution, and patient safety. Effective communication involves being complete, clear, brief and timely. Barriers to team effectiveness include team composition, working conditions, and resources. Positive outcomes of effective teamwork include reduced length of stay, higher quality care, better patient outcomes, and improved staff satisfaction. Strategies for effective communication, teamwork and conflict resolution include advocacy and assertion, the two-challenge rule, DESC script, CUS, feedback, task assistance, I'm Safe, collaboration, handoffs, situation monitoring
This document appears to be an assignment submission for a course on managing quality in health and social care. It contains the student's answers to multiple questions. The answers provide details on various models of quality such as Deming's PDCA cycle and Juran's quality trilogy. They also discuss the relationship between nursing care principles and quality. External agencies are noted to play an important role in setting standards for nursing care that health services aim to meet.
Stakeholder Engagement in Implementation Research: VA Women's Health ResearchUCLA CTSI
Stakeholder engagement in implementation research is important for improving interventions and facilitating change in clinical practice. The presenter describes approaches to stakeholder engagement used in two VA women's health research projects. These included employing advisory boards, hiring stakeholders as research team members, and partnering with stakeholders at multiple levels including patients, providers, managers, and leadership. Meaningful engagement requires respecting stakeholders' time and priorities, sharing decision-making, and closing the research loop by sharing results. It allows implementation research to better reflect real-world contexts and needs, thereby improving outcomes.
Radiology Trainees Forum.
A l’occasion de l’ECR 2011, nous nous sommes rendus compte que peu de jeunes radiologues français connaissaient le Radiology Trainees Forum (RTF) ou le forum des radiologues en formation. Or, le RTF est actuellement en plein développement et représente l’interface principale entre la Société Européenne de Radiologie (ESR) et les jeunes radiologues européens.
Voici donc en quelques mots de quoi il s’agit.
Le RTF est une association de jeunes radiologues européens en formation. C’est un peu l’équivalent de la Société Française de Radiologie junior (SFR junior) à l’échelle européenne. C’est l’interface entre les jeunes radiologues européens et l’ESR.
Le but du RTF est donc de représenter les intérêts des radiologues juniors et de promouvoir à l’échelle européenne leur formation, les développements de carrière et la recherche. L’objectif principal du RTF est de s’assurer d’un niveau égal de connaissance et de compétence entre les radiologues en formation à travers l’Europe, et ce en étroite collaboration avec les sociétés nationales et l’ESR.
reseauprosante.fr
Regards croisés sur la souffrance psychologique et existentielle en fin de vie : de l'évaluation à l'intervention
Mélanie Vachon. Professeure au département de psychologie, Université du Québec à Montréal.
Plan de la présentation :
1. Dresser un portrait du statut socioculturel de la mort en occident
2. Situer les soins palliatifs et leur approche
3. Définir la souffrance globale et en préciser les aspects psychologiques et existentiels
4. Donner un aperçu des possibilités d’intervention, au plan médical et psychologique
5. Illustrer les concepts à l’aide d’une présentation clinique complexe et soulever la question du recours à l’euthanasie comme intervention possible
Le Radiology Trainee Forum (RTF) est l’organisation créée par l’ESR pour les internes de radiologie en Europe. Son objectif est de représenter les intérêts des internes dans l’ESR, tout particulièrement, concernant les programmes d’éducation, de recherche, d’échanges et de développement des carrières.
Les 41 Délégués Nationaux, représentants d’internes de chaque pays de l’ESR, constituent l’Assemblée générale du RTF. Le RTF est coordonné par son conseil d’administration, élu pour un mandat de deux ans par l’Assemblée générale pendant l’ECR. Les membres actuels du Conseil d’Administration (2013-2015) sont : Viola Koen des Pays-Bas en tant que Présidente, Nadya Pyatigorskaya de France en tant que Vice-Présidente, Costin Minoiu de Roumanie en tant que Secrétaire Générale, Marijana Basta Nikolic de République Serbe en tant que responsable des relations publiques et Pablo Rodríguez Carnero d’Espagne en tant que responsable de la recherche.
Le principal objectif du RTF est que le même niveau de connaissances et de compétences radiologiques soit fourni aux internes en radiologie à travers l’Europe. Pour cela, nous participons aux discussions au sein de l’ESR concernant les sujets liés à l’éducation et donnons notre avis sur les décisions concernant la formation dans tous les domaines de la radiologie. Une attention particulière est accordée à l’homogénéisation et à l’amélioration des programmes de formation à travers l’Europe. Ceci passe par l’homogénéisation des programmes de l’internat avec le cursus européen commun, par la promotion de participation des internes dans des cours européens, tels que l’European School Of Radiology (ESOR), dans des congrès internationaux et aussi par les stages d’échanges.
reseauprosante.fr
This document presents a mock action research proposal to address the problem of excessive patient wait times at a medical practice. The population involved includes patients ranging from infants to 90 years old, two physicians, two clinical personnel, and two administrative staff. The purpose of studying this population is that they are directly impacted by long wait times. Research questions focus on how to better prepare patients and staff for appointments. Developing a solution would require observing processes, planning changes, and retraining staff on new procedures. The presenter feels passionate about reducing wait times because it would improve both the work environment and patients' experiences at the office.
The document discusses considerations for primary care clinical commissioning groups (PCNs) that have recently formed. It identifies common issues that PCNs spend time on such as governance structures, payment distributions, and contracts. The document also discusses lessons learned from common pitfalls when forming PCNs like not prioritizing clinician time or leadership development. Finally, it emphasizes the importance of PCNs establishing a clear purpose before focusing on specific functions or organizational structures.
This document describes the experience of the Mood Disorder Project at Derbyshire Healthcare Foundation Trust. It outlines how the project evolved from an existing 2-year group program to integrate individual therapy and medical interventions through funding from the CLARHC study. Key changes included modularizing group sessions, training staff in new therapies like MBCT and BA, and coordinating medical and therapy treatment. While medical input and individual therapy will end with the study, the service now has an efficient group program and merged CBT department that can effectively treat more clients.
Conscious Instruction: Awareness, Restoration & Growth in Knowledge Transfer(FMI email CECE@UNE.EDU)
Global Forum on Innovation in Health Professions Education
The National Academy of Sciences, Engineering, and Medicine
To view the case study: https://youtu.be/mVjii51ODzk
Shelley Cohen Konrad, Ph.D., L.C.S.W., F.N.A.P.
Director, School of Social Work Director, Center for Excellence in Collaborative Education Professor, School of Social Work
Karen T. Pardue, Ph.D., M.S., RN, CNE, ANEF
Dean, Westbrook College of Health Professions Professor, School of Nursing and Population Health Interim Director, Nutrition
Chat Moderator
Kris Hall, MFA
Program Manager, Center for Excellence in Collaborative Education
August 2020
This presentation addresses Step 3: "Train New Recruits & Current Faculty to be Effective Educators"
This document summarizes key factors for leading cultures that deliver high quality healthcare. It discusses the importance of having an inspirational vision focused on quality, clear aligned goals at all levels, good people management and employee engagement, continuous learning and quality improvement, teamwork and cooperation, and a values-based collective leadership strategy. Specific success factors highlighted include developing a compelling strategic narrative, inclusive leadership styles, empowering staff to lead change, learning organizations, multi-disciplinary teamwork, and shared/collective leadership approaches. Research evidence is presented showing benefits such as lower patient mortality, reduced errors and staff injuries when these cultural factors are implemented.
This document discusses the importance of engagement for new nurses and reducing turnover. It provides data showing that a "60 Day Hire" orientation program achieved a 95.5% retention rate for new nurses compared to 47% previously. This saved 23 nurses and $1.61 million compared to projected losses without the program. The top reasons for nurse turnover are related to work hours, seeking other positions, and personal/home life. Strategies to improve engagement and retention focus on strong manager and team relationships, resources, tailored orientation, and involving new nurses in unit decisions.
The document provides an agenda and materials for a session on developing team-based care capabilities. The session will include:
1) Summarizing progress and milestones from the previous six weeks, learning how to use data for improvement, and learning from specific aims and tests of change from various healthcare teams.
2) A presentation on using data for improvement, including displaying data over time, types of variation, and run charts.
3) Reports from three healthcare teams on their specific aims and tests of change from the previous period to improve team-based care.
4) Next steps and resources for the teams to continue their work in the coming six weeks.
The document outlines an agenda for a session on introducing the Q-PAC model for patient activation and involvement in quality management. The agenda includes introductions, an overview of patient activation, building patient capacity, patient-centered data reporting, and a panel discussion. The objectives are to introduce patient activation as a method for improving consumer involvement, provide a model for consumer involvement, and discuss a framework for patient data in quality management.
The NA should have told the RN about the medication left on the bedside table so the RN was aware of the situation and could properly assess and treat the patient. Throwing the medication away without informing the RN put the patient's safety at risk.
HHS provides customized workplace wellness solutions to help employees become more efficient, productive and empowered. Their services include effective communication training, brain optimization, stress management, and conflict resolution. Client testimonials praise HHS programs for cutting edge stress management strategies and ideas that increase team productivity. HHS combines neuroscience, coaching, psychology and organizational behavior to address issues like stress, which can lower employee engagement and productivity.
Teamwork is an important factor in patient safety and healthcare management. Researchers have observed that healthcare workers such as doctors, nurses, and pharmacists tend to work in groups rather than as effective teams due to hierarchical structures. True teamwork is needed in healthcare as it involves multiple professionals like physicians, nurses, and pharmacists working interdependently to heal patients. Effective teamwork is fostered when there are clear goals, stable core teams, adequate resources and administrative support, and feedback and evaluation of performance.
The document discusses interprofessional team collaboration (IPTC) in hospitals. It covers several topics including the context of changing healthcare needs, definitions of occupation and profession, models of interprofessional care and collaboration, theoretical constructs of IPTC, issues and challenges of IPTC, and the focus and objectives of the author's study on the impact of IPTC on healthcare professionals' job satisfaction, retention, and professional growth. The study will use mixed qualitative and quantitative methods including surveys, interviews, and document analysis with healthcare professionals in several hospitals in Nepal.
This document summarizes an ED director's presentation on using Lean principles and processes to drive cultural change and improve performance in the emergency department. The director discusses how their hospital used Lean interventions like value stream mapping, Kaizen events, and daily huddles to reduce wait times, lengths of stay, and improve patient satisfaction. Targets were set to reduce admission throughput time to under 60 minutes and get overall ED length of stay under 3 hours. Through engaging staff and continuous improvement efforts over several years, they were able to meet these goals and see patient satisfaction rankings rise from the 50s to the 90s percentile.
Health Care Homes: Creating Effective Practice TeamsMelissa DeBilzan
The document discusses creating effective practice teams in healthcare. It emphasizes that teams require the right people in the right roles, clear communication, and a focus on common goals. Leadership must set the culture and vision for team-based care. Effective teams also standardize workflows, involve patients, and continuously measure and communicate their progress.
A Nursing Leadership Guide: Communication, Teamwork, Mutual Support, Conflict...Ahmad Amirdash
This document provides an overview of a presentation on nursing leadership and effective communication. The presentation objectives are to help understand the importance of effective communication, identify barriers to communication, and apply tools to improve teamwork, communication, conflict resolution, and patient safety. Effective communication involves being complete, clear, brief and timely. Barriers to team effectiveness include team composition, working conditions, and resources. Positive outcomes of effective teamwork include reduced length of stay, higher quality care, better patient outcomes, and improved staff satisfaction. Strategies for effective communication, teamwork and conflict resolution include advocacy and assertion, the two-challenge rule, DESC script, CUS, feedback, task assistance, I'm Safe, collaboration, handoffs, situation monitoring
This document appears to be an assignment submission for a course on managing quality in health and social care. It contains the student's answers to multiple questions. The answers provide details on various models of quality such as Deming's PDCA cycle and Juran's quality trilogy. They also discuss the relationship between nursing care principles and quality. External agencies are noted to play an important role in setting standards for nursing care that health services aim to meet.
Stakeholder Engagement in Implementation Research: VA Women's Health ResearchUCLA CTSI
Stakeholder engagement in implementation research is important for improving interventions and facilitating change in clinical practice. The presenter describes approaches to stakeholder engagement used in two VA women's health research projects. These included employing advisory boards, hiring stakeholders as research team members, and partnering with stakeholders at multiple levels including patients, providers, managers, and leadership. Meaningful engagement requires respecting stakeholders' time and priorities, sharing decision-making, and closing the research loop by sharing results. It allows implementation research to better reflect real-world contexts and needs, thereby improving outcomes.
Radiology Trainees Forum.
A l’occasion de l’ECR 2011, nous nous sommes rendus compte que peu de jeunes radiologues français connaissaient le Radiology Trainees Forum (RTF) ou le forum des radiologues en formation. Or, le RTF est actuellement en plein développement et représente l’interface principale entre la Société Européenne de Radiologie (ESR) et les jeunes radiologues européens.
Voici donc en quelques mots de quoi il s’agit.
Le RTF est une association de jeunes radiologues européens en formation. C’est un peu l’équivalent de la Société Française de Radiologie junior (SFR junior) à l’échelle européenne. C’est l’interface entre les jeunes radiologues européens et l’ESR.
Le but du RTF est donc de représenter les intérêts des radiologues juniors et de promouvoir à l’échelle européenne leur formation, les développements de carrière et la recherche. L’objectif principal du RTF est de s’assurer d’un niveau égal de connaissance et de compétence entre les radiologues en formation à travers l’Europe, et ce en étroite collaboration avec les sociétés nationales et l’ESR.
reseauprosante.fr
Regards croisés sur la souffrance psychologique et existentielle en fin de vie : de l'évaluation à l'intervention
Mélanie Vachon. Professeure au département de psychologie, Université du Québec à Montréal.
Plan de la présentation :
1. Dresser un portrait du statut socioculturel de la mort en occident
2. Situer les soins palliatifs et leur approche
3. Définir la souffrance globale et en préciser les aspects psychologiques et existentiels
4. Donner un aperçu des possibilités d’intervention, au plan médical et psychologique
5. Illustrer les concepts à l’aide d’une présentation clinique complexe et soulever la question du recours à l’euthanasie comme intervention possible
Le Radiology Trainee Forum (RTF) est l’organisation créée par l’ESR pour les internes de radiologie en Europe. Son objectif est de représenter les intérêts des internes dans l’ESR, tout particulièrement, concernant les programmes d’éducation, de recherche, d’échanges et de développement des carrières.
Les 41 Délégués Nationaux, représentants d’internes de chaque pays de l’ESR, constituent l’Assemblée générale du RTF. Le RTF est coordonné par son conseil d’administration, élu pour un mandat de deux ans par l’Assemblée générale pendant l’ECR. Les membres actuels du Conseil d’Administration (2013-2015) sont : Viola Koen des Pays-Bas en tant que Présidente, Nadya Pyatigorskaya de France en tant que Vice-Présidente, Costin Minoiu de Roumanie en tant que Secrétaire Générale, Marijana Basta Nikolic de République Serbe en tant que responsable des relations publiques et Pablo Rodríguez Carnero d’Espagne en tant que responsable de la recherche.
Le principal objectif du RTF est que le même niveau de connaissances et de compétences radiologiques soit fourni aux internes en radiologie à travers l’Europe. Pour cela, nous participons aux discussions au sein de l’ESR concernant les sujets liés à l’éducation et donnons notre avis sur les décisions concernant la formation dans tous les domaines de la radiologie. Une attention particulière est accordée à l’homogénéisation et à l’amélioration des programmes de formation à travers l’Europe. Ceci passe par l’homogénéisation des programmes de l’internat avec le cursus européen commun, par la promotion de participation des internes dans des cours européens, tels que l’European School Of Radiology (ESOR), dans des congrès internationaux et aussi par les stages d’échanges.
reseauprosante.fr
The Role And Value Of Primary Care Practiceprimary
This document summarizes discussions from a 2002 conference on building consensus for healthcare reform in Canada. It includes summaries of two presentations:
1. Marie-Dominique Beaulieu's presentation on the role and value of primary care. She defines primary care and argues for strengthening it in Canada. She calls for changes like developing primary care teams with nurses and better information systems.
2. Howard Bergman's presentation in which he argues for strengthening and transforming primary care as the foundation of the healthcare system. He calls for an evidence-based approach and investing in primary care to improve health outcomes. Both agree comprehensive reform is needed, not just changes to primary care itself.
The document proposes a Primary Care Home model and "Never Full Practice" approach as a solution to difficulties in urgent care provision in the NHS. It defines Primary Care and outlines the Primary Care Home as a model that transforms delivery of first contact care through multi-professional teams accountable for a population's health needs. It presents evidence that improving access to GP services reduces emergency department visits and costs. The proposal estimates costs and argues reorganizing resources could improve budget utilization and change models of care delivery locally through expanded service ranges and integrated IT systems.
This document defines key terms related to parasitology and microbiology. It discusses parasites, parasitism, commensalism, mutualism, predation, and the characteristics of parasites, predators, and prey. It also describes common routes of parasite transmission, including fecal-oral, skin penetration, and arthropod vectors. Prevention strategies include thoroughly cooking meat and washing produce to avoid reinfection. Herbal treatments can help eliminate various parasite types, while lifestyle habits support intestinal and immune health.
Mental health is essential to overall health and well-being. It involves how one thinks, feels, and acts when facing life's situations. Key aspects of mental health include cognitive thoughts, emotional feelings, and behavioral actions. Maintaining positive mental health requires recognizing thoughts and feelings, understanding where they come from, and responding to them in healthy ways. It also means taking care of one's physical, emotional, and social needs through a balanced lifestyle and stress management. Seeking help is important when warning signs of mental health issues emerge.
The document discusses various staining techniques used in microbiology, including Gram staining, acid-fast staining, and simple staining techniques. Gram staining differentiates bacteria into gram-positive and gram-negative groups based on differences in their cell wall structure and how they retain or release crystal violet dye. Acid-fast staining uses a carbolfuchsin primary stain to identify acid-fast bacteria that resist decolorization by acid-alcohol, such as Mycobacterium tuberculosis. Simple stains like Loeffler's methylene blue and diluted carbol fuchsin are also discussed, which provide contrast but do not differentiate bacterial types.
The document provides an agenda and instructions for a learning collaborative session on developing a post-graduate residency program curriculum. It includes details on turning on webcams, muting during presentations, and sending attendance via chat. The agenda covers program curriculum, curriculum development, schedules and resources, marketing, recruitment, applications, a presentation from Western North Carolina Community Health Services, and a QI theory burst on process mapping. Attendees are asked to continue working on their communications and marketing plans, map out a schedule skeleton, develop a list of key clinical topics, and post successes or challenges to the discussion forum before the next session.
This document discusses evidence-based research (EBR) and its importance in nursing practice. It defines EBR as using scientific research findings to make decisions about patient care rather than relying solely on opinion. The key advantages of EBR include improving clinical outcomes, reducing costs, and enhancing nurses' confidence and critical thinking. The document outlines the 5 steps of EBR - asking questions, acquiring evidence, appraising evidence quality, applying evidence, and assessing outcomes. It also discusses common barriers to implementing EBR and strategies to overcome them, such as promoting a culture of learning and allocating sufficient resources.
Value of safety improvement collaboratives for home care providers impactful ...BCCPA
The home care safety improvement collaborative aimed to reduce preventable harm for home care clients through a collaborative model. Teams from various home care organizations participated in learning sessions, received coaching, and conducted quality improvement projects. Wave 1 focused on falls reduction and showed initial success. Wave 2 involved various topics like dementia care and advanced care planning. One team worked to increase advanced care planning conversations and documentation. Through staff training, tools, and process changes, they increased client satisfaction and staff confidence in addressing end-of-life care. Lessons included allowing sufficient time and resources for projects and ensuring clear roles and leadership development.
Advancing Team-Based Care: Building Your Primary Care Team to Transform Your ...CHC Connecticut
Advancing Team-Based Care: Building Your Primary Care Team to Transform Your Practice
Presented 2/18/2016 as part of the CHC Primary Care Workforce Development National Cooperative Agreement
This document discusses best practices for employee assistance program (EAP) clinicians. It outlines that EAPs provide direct services to individuals through assessment, planning, motivation, referral if needed, short-term problem resolution and follow up. They also provide organizational services like consultation. Key aspects of EAPs are maintaining focus on workplace needs while ensuring confidentiality and serving multiple clients. The document contrasts EAP assessments, action plans, follow up and management referrals from traditional clinical approaches by emphasizing efficiency, consideration of workplace factors, and communication with referral sources.
Scripps Health standardized their approach to improving patient experience across their large healthcare system. They examined their history of focusing on patient-centered care and defined new processes for leadership rounding. Their strategy involves increasing staff engagement through education, tools, and accountability. Data analysis is used to evaluate tactics and drive continuous improvement. The goal is for Scripps to be the leading system for quality, safety, and satisfaction through focus on compassionate and patient-centered care.
There are many examples of evidence-informed decision making (EIDM) among public health professionals and organizations in Canada. However, there are limited mechanisms in place to facilitate the sharing of these stories within the public health community. The National Collaborating Centre for Methods and Tools (NCCMT) seeks to address this gap with an interactive, peer-led webinar series featuring a collection of EIDM success stories in public health.
These success stories will illustrate what EIDM in public health practice, programs and policy looks like across the country.
Join us to engage with public health practitioners across Canada as they share their success stories of using or implementing EIDM in the real world. Learn about the strategies and tools used by presenters to improve the use of evidence.
Featuring:
Knowledge broker training for evidence-informed decision making: Building capacity in public health
Lori Greco and Dr. Megan Ward, Region of Peel Public Health
Region of Peel Public Health has identified evidence-informed decision making as a strategic priority, termed End-to-End Public Health Practice. Learn more about how this health unit is building internal capacity for knowledge brokering and evidence-informed decision making.
Making evidence-informed decisions about the Alberta Public Health well-child visit: The art and the science
Farah Bandali and Maureen Devolin, Alberta Health Services
In Alberta, there was decreasing time available for non-immunization well-child clinic visit activities and these activities varied at clinics across the province. Learn more about how these authors used evidence-informed decision making to decide on which routine activities to include in non-immunization well-child clinic activities.
1HVN Experiments Around the Network Lean Healthcare Summit 2015Katrina Appell
Bronson Healthcare participated in Lean for Clinical Redesign, a collaborative process with the University of Michigan, to develop lean problem solving skills in outpatient settings. The initiative involved multiple primary care practices in learning cycles where leaders and clinic teams defined problems, collected data to understand the current state, engaged in PDSA experiments, and socialized their work. This helped establish habits and routines for continuous problem solving. Coaching sessions further developed leaders' abilities to guide their teams' efforts to iteratively improve work processes and shift organizational culture towards lean thinking.
This document provides information and guidance for preceptors of midwifery students. It discusses the important role that preceptors play in educating midwifery students and closing the gap between theory and practice. It outlines the key principles of adult learning theory and provides examples of techniques to enhance adult learning, such as discussing learning goals, providing feedback, and debriefing at the end of clinical days. The document also discusses the cognitive, psychomotor, and affective domains of learning and gives guidance on facilitating learning in each domain. It provides tips for giving effective feedback and addressing challenging students. The overall aim is to help preceptors serve as role models and coaches for midwifery students.
Clinical Academic role in leadership excellenceNHS England
CNO Summit 2017, Day 1, 4.00pm
Professor Debbie Carrick-Sen, University of Birmingham, Heart of England NHS Foundation Trust, Florence Nightingale Foundation
14.30 pre registration standards - geraldine waltersNHS England
The document discusses upcoming changes to nursing standards and the introduction of nursing associate standards in the UK. It summarizes discussions at the Chief Nursing Officer Summit regarding new Future Nurse proficiency standards, standards for supervision and assessment of students, and standards for nursing associates. Key points of discussion included balancing technical skills with application of knowledge, separating supervision from assessment of students, and clarifying the differences between the roles of registered nurses and nursing associates.
Self Management Presentation - Patient Centered Medical Home 2011pedenton
This document discusses patient self-management support, which involves helping patients manage their chronic conditions through education, goal-setting, and developing self-management skills. It describes strategies for supporting self-management, including assessing patient needs and barriers, collaborative goal-setting, enhancing problem-solving skills, and arranging follow-up care. The document also outlines how practices can meet NCQA standards for self-management support and provides resources for implementing self-management programs.
This document provides an overview of the speaker's senior project experience completing an externship with an integrated health care agency. It describes the agency's social work background and programs offered, including a Disruptive Behavior Clinic (DBC) for children ages 5-10. As part of the project, the speaker developed procedures for collecting and managing data across the agency's 6 clinics on outcomes of the DBC program. This included creating a database to track attendance, homework completion, and scores from assessment measures administered before and after treatment. The goal was to analyze the data to determine what factors contributed to higher success rates and help improve the DBC program.
If you want to learn more about how and why Saskatchewan is using Lean in health care, join us for this introductory session. During the Quality Summit, you will hear about various Lean tools, concepts and principles, and this session will serve as a quick primer for you, covering some “lean essentials” to enhance your Summit experience!
CCHMC Nursing Grand Rounds - 2016 Myers- CoproductionSarah Staff Myers
This document summarizes a presentation about co-production and lessons learned from another quality improvement network called ImproveCareNow.
The key points are:
1) Co-production is producing improvements to care together with patients, families, clinicians and researchers as equal partners. It requires a culture change where everyone contributes as care improvers.
2) ImproveCareNow involved parents in their network leadership and saw benefits like leveraging professional experiences to help implement ideas. They started small by engaging a few parents on local projects.
3) To get started with co-production, teams can identify champions, engage a few interested parents on small tests of change, and make participation meaningful by respecting all expertise. Starting the
Getting an evidence based journal club into practice in a medium secure foren...Clare Payne
A Nurse Therapist and Outreach Librarian talk about their joint venture in setting up an evidence based journal club in a medium secure forensic hospital with the aim of leading to practice change. They discuss the evidence based principles that the club applied in practice, what worked well, and what didn't, the barriers they faced, the topics that arose in discussion, the resulting attitudinal and behavioural changes and practical outcomes to date. See notes for further detail.
This document discusses the role of medical librarians in Magnet facilities. It begins by explaining the importance of translating research into practice and reviewing the Magnet model. Magnet facilities must show standards of excellence in areas like new knowledge, innovations, and improvements. Medical librarians can partner with nursing by assisting with literature searches, education programs, and disseminating nursing projects. Getting started involves identifying partners in nursing administration, the Magnet coordinator, and education departments. Overall, Magnet facilities focus on evidence-based practice and outcomes, and librarians can show their value by supporting these programs.
Chief Allied Health Professions Officer’s Conference 2016
Workshop 3: Integrated Care – Chair Lindsey Hughes
iCares – population based delivery of care. Ruth Williams, Clinical Directorate Lead, Community and Therapies Clinical Group. Sandwell and West Birmingham Hospitals NHS Trust.
This document discusses critical thinking and the nursing process. It defines critical thinking as an active cognitive process used to carefully examine one's own thinking and the thinking of others. The nursing process is presented as a systematic approach used by nurses to gather data, analyze it, identify client responses, design outcomes, take action, and evaluate effectiveness. The nursing process involves five steps - assessment, diagnosis, planning, implementation, and evaluation. Each step requires critical thinking skills to make informed decisions and provide high quality patient care.
Similar to Oct 25 CAPHC Concurrent Symposium - Mental Health - Dr. Sharon Clark and Dr. Kathleen Pajer (20)
The Canadian Association of Public Health Care (CAPHC) held its 2016 Annual General Meeting on October 24th from 3:00-3:30 pm at the Nova Scotia Ballroom in the Halifax Mariott Harbourfront Hotel in Halifax, Nova Scotia. The agenda included welcoming remarks, declaring the meeting legally constituted, accepting minutes from the 2015 meeting, presenting the auditors report for 2015-2016 and accepting it, accepting actions and resolutions from the previous board of directors, electing the 2016-2017 slate of officers, accepting the new slate of officers, and giving awards of recognition before adjourning.
1. The Canadian Association of Paediatric Health Centres (CAPHC) held its 2015 Annual General Meeting on October 20, 2015 in Quebec City, Quebec. Marilyn Monk, CAPHC Chair, welcomed members and declared the meeting legally constituted upon motions made.
2. The minutes from the 2014 AGM and the 2014-2015 auditors report were presented and approved. The 2015-2016 budget projected a balanced budget through funding from members, conferences, sponsors and partners.
3. Elections were held for the 2015-2016 CAPHC Board of Directors and Slate of Officers. Recognition awards were also given to outgoing Board members. The meeting was then adjourned upon motion.
The document summarizes the financial report and key partnerships of the Canadian Association of Paediatric Health Centres (CAPHC) for the 2015-2016 fiscal year. It reports total revenue of $1,581,942, total expenses of $1,553,489, and net assets at the end of the fiscal year of $169,681. It then lists the keystone, knowledge translation, program, and webinar partners that supported CAPHC during this time period. Finally, it outlines the budget projections and strategic plan for 2016-2017 and beyond, which include maintaining a balanced budget, continuing focused projects, broadening membership and support, and enhancing relationships with current partners.
The document lists the slate of officers and board members for the CAPHC Board of Directors for 2016-2017. Dr. Peter Fitzgerald is listed as the Chair, with Dr. Maureen O'Donnell as Vice-Chair and Martine Alfonso as Treasurer. Elaine Orrbine is the ex-officio President and CEO of CAPHC. The board includes representatives from children's hospitals and health centers across Canada, including CEOs, medical directors, and executives from Ontario, Quebec, British Columbia, Alberta, Saskatchewan, Manitoba, New Brunswick, Newfoundland and Labrador.
Oct 25 CAPHC Closing Keynote Presentation - Ian BrownGlenna Gosewich
The document discusses the results of a study on the impact of COVID-19 lockdowns on air pollution. The study found that lockdowns led to short-term reductions in nitrogen dioxide and fine particulate matter concentrations globally. However, the impacts on air quality were temporary and levels returned to pre-pandemic levels once restrictions were lifted and activity resumed.
Oct 25 CAPHC Concurrent Symposium - Hope BloomsGlenna Gosewich
The document discusses Hope Blooms, a social enterprise that teaches life skills to at-risk youth through gardening and farming. It mentions that Hope Blooms made a deal with Loblaw, a major grocery chain, and that one Hope Blooms graduate is taking the life lessons learned to college. The overall message is about the positive impact of Hope Blooms' program on youth development and education.
Oct 25 CAPHC Concurrent Symposium - Sleep Disorders - Dr. Penny Corkum and ...Glenna Gosewich
CAPHC Concurrent Symposium
Sleep Disorders in Canadian Children: What Can We Do to Ensure Better Nights and Better Days for Children and their Families?
Oct 25 CAPHC Concurrent Symposium - Moving Beyong BMI - Dr. Dayna Lee-BaggleyGlenna Gosewich
The document discusses using compassion rather than shame in treating obesity. It notes that shame-based interventions rarely work and proposes self-compassion as an alternative approach. Self-compassion involves treating oneself with kindness, recognizing one's failures as part of the human experience, and maintaining a non-judgemental perspective. The document also explores how self-compassion can help with difficult tasks like health behaviors by promoting persistence. It suggests taking a compassionate view of our bodies' evolutionary functions instead of focusing on appearance. Overall, the document advocates treating bodies with respect and appreciation for what they can do.
This document summarizes the Canadian Association of Paediatric Health Centres' (CAPHC) Temperature Check meeting on October 25, 2016. It discusses CAPHC's focus on patient safety advocacy, sharing best practices, and measuring performance to improve child healthcare delivery nationally. Major projects discussed include guidelines on interfacility transport, inhaled nitric oxide, transition to adult care, acute pain management, and managing medically complex children. The meeting provided an opportunity for members to discuss challenges and opportunities for collaboration.
Oct 25 CAPHC Breakfast Symposium - Sponsored by Hitachi, CGI, Evident, and ...Glenna Gosewich
The document discusses methods for improving patient safety through data analysis. It describes trigger tools which use data to detect potential adverse events. An example use case demonstrates how trigger tools can be automated to analyze structured data and identify triggers in seconds, compared to manual review which takes 20 minutes. Expanding the use case to real-time detection could help prevent adverse events. The talk promotes using multiple data sources like clinical notes and patient reports to gain a more comprehensive view of patient safety beyond just structured data.
Oct 25 CAPHC Breakfast Symposium - Sponsored by Alexion - CORDGlenna Gosewich
This document discusses Canada's Rare Disease Strategy that was launched in 2015. It has 5 key goals: 1) improving early detection and prevention, 2) providing timely, equitable care, 3) enhancing community support, 4) providing access to therapies, and 5) promoting research. The strategy calls for implementing an orphan drug framework, establishing rare disease centers of excellence, and adopting a national rare disease drug program. The Canadian Organization for Rare Disorders (CORD) advocates for the strategy and establishing a Rare Alliance Canada to oversee its implementation.
Oct 23 CAPHC Patient Safety Symposium - Dr. Anne LyrenGlenna Gosewich
This document summarizes the work of Solutions for Patient Safety (SPS) in improving safety outcomes across children's hospitals. SPS aims to reduce hospital acquired conditions and readmissions across its network by providing data, training, and opportunities for hospitals to learn from each other. It discusses accomplishments like reductions in various safety issues. It also identifies areas for continued focus, such as further reducing central line-associated bloodstream infections and ventilator-associated events. Overall, the summary outlines SPS's mission and strategic approach to collaboratively improving safety across its network of children's hospitals.
Oct 24 CAPHC Lunch Symposium - Sponsored by Prolacta - Dr. Jae KimGlenna Gosewich
This document discusses best practices for improving neonatal outcomes through exclusive human milk feeding. It summarizes the nutritional and non-nutritional components of human milk that are beneficial for preterm infant development. Exclusive human milk feeding is associated with reduced rates of necrotizing enterocolitis, sepsis, retinopathy of prematurity, and bronchopulmonary dysplasia in preterm infants. Following standardized feeding protocols and providing human milk is a cost-effective strategy that can improve neonatal outcomes and reduce healthcare costs.
Oct 24 CAPHC Breakfast Symposium - Sponsored by Hitachi, CGI, Evident and I...Glenna Gosewich
The document discusses methods for improving patient safety through data analysis and trigger tools. It provides an overview of trigger tools and their use in identifying adverse events. It also describes an example use case where trigger tools are automated through natural language processing and analytics to rapidly identify triggers from patient data. Expanding use of real-time trigger detection and adverse event prevention is discussed.
LGBTQ+ Adults: Unique Opportunities and Inclusive Approaches to CareVITASAuthor
This webinar helps clinicians understand the unique healthcare needs of the LGBTQ+ community, primarily in relation to end-of-life care. Topics include social and cultural background and challenges, healthcare disparities, advanced care planning, and strategies for reaching the community and improving quality of care.
Rate Controlled Drug Delivery Systems, Activation Modulated Drug Delivery Systems, Mechanically activated, pH activated, Enzyme activated, Osmotic activated Drug Delivery Systems, Feedback regulated Drug Delivery Systems systems are discussed here.
At Apollo Hospital, Lucknow, U.P., we provide specialized care for children experiencing dehydration and other symptoms. We also offer NICU & PICU Ambulance Facility Services. Consult our expert today for the best pediatric emergency care.
For More Details:
Map: https://cutt.ly/BwCeflYo
Name: Apollo Hospital
Address: Singar Nagar, LDA Colony, Lucknow, Uttar Pradesh 226012
Phone: 08429021957
Opening Hours: 24X7
Chandrima Spa Ajman is one of the leading Massage Center in Ajman, which is open 24 hours exclusively for men. Being one of the most affordable Spa in Ajman, we offer Body to Body massage, Kerala Massage, Malayali Massage, Indian Massage, Pakistani Massage Russian massage, Thai massage, Swedish massage, Hot Stone Massage, Deep Tissue Massage, and many more. Indulge in the ultimate massage experience and book your appointment today. We are confident that you will leave our Massage spa feeling refreshed, rejuvenated, and ready to take on the world.
Visit : https://massagespaajman.com/
Call : 052 987 1315
Letter to MREC - application to conduct studyAzreen Aj
Application to conduct study on research title 'Awareness and knowledge of oral cancer and precancer among dental outpatient in Klinik Pergigian Merlimau, Melaka'
Healthy Eating Habits:
Understanding Nutrition Labels: Teaches how to read and interpret food labels, focusing on serving sizes, calorie intake, and nutrients to limit or include.
Tips for Healthy Eating: Offers practical advice such as incorporating a variety of foods, practicing moderation, staying hydrated, and eating mindfully.
Benefits of Regular Exercise:
Physical Benefits: Discusses how exercise aids in weight management, muscle and bone health, cardiovascular health, and flexibility.
Mental Benefits: Explains the psychological advantages, including stress reduction, improved mood, and better sleep.
Tips for Staying Active:
Encourages consistency, variety in exercises, setting realistic goals, and finding enjoyable activities to maintain motivation.
Maintaining a Balanced Lifestyle:
Integrating Nutrition and Exercise: Suggests meal planning and incorporating physical activity into daily routines.
Monitoring Progress: Recommends tracking food intake and exercise, regular health check-ups, and provides tips for achieving balance, such as getting sufficient sleep, managing stress, and staying socially active.
Dr. David Greene R3 stem cell Breakthroughs: Stem Cell Therapy in CardiologyR3 Stem Cell
Dr. David Greene, founder and CEO of R3 Stem Cell, is at the forefront of groundbreaking research in the field of cardiology, focusing on the transformative potential of stem cell therapy. His latest work emphasizes innovative approaches to treating heart disease, aiming to repair damaged heart tissue and improve heart function through the use of advanced stem cell techniques. This research promises not only to enhance the quality of life for patients with chronic heart conditions but also to pave the way for new, more effective treatments. Dr. Greene's work is notable for its focus on safety, efficacy, and the potential to significantly reduce the need for invasive surgeries and long-term medication, positioning stem cell therapy as a key player in the future of cardiac care.
We are one of the top Massage Spa Ajman Our highly skilled, experienced, and certified massage therapists from different corners of the world are committed to serving you with a soothing and relaxing experience. Luxuriate yourself at our spas in Sharjah and Ajman, which are indeed enriched with an ambiance of relaxation and tranquility. We could confidently claim that we are one of the most affordable Spa Ajman and Sharjah as well, where you can book the massage session of your choice for just 99 AED at any time as we are open 24 hours a day, 7 days a week.
Visit : https://massagespaajman.com/
Call : 052 987 1315
Empowering ACOs: Leveraging Quality Management Tools for MIPS and BeyondHealth Catalyst
Join us as we delve into the crucial realm of quality reporting for MSSP (Medicare Shared Savings Program) Accountable Care Organizations (ACOs).
In this session, we will explore how a robust quality management solution can empower your organization to meet regulatory requirements and improve processes for MIPS reporting and internal quality programs. Learn how our MeasureAble application enables compliance and fosters continuous improvement.
KEY Points of Leicester travel clinic In London doc.docxNX Healthcare
In order to protect visitors' safety and wellbeing, Travel Clinic Leicester offers a wide range of travel-related health treatments, including individualized counseling and vaccines. Our team of medical experts specializes in getting people ready for international travel, with a particular emphasis on vaccines and health consultations to prevent travel-related illnesses. We provide a range of travel-related services, such as health concerns unique to a trip, prevention of malaria, and travel-related medical supplies. Our clinic is dedicated to providing top-notch care, keeping abreast of the most recent recommendations for vaccinations and travel health precautions. The goal of Travel Clinic Leicester is to keep you safe and well-rested no matter what kind of travel you choose—business, pleasure, or adventure.
Hypertension and it's role of physiotherapy in it.Vishal kr Thakur
This particular slides consist of- what is hypertension,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is summary of hypertension -
Hypertension, also known as high blood pressure, is a serious medical condition that occurs when blood pressure in the body's arteries is consistently too high. Blood pressure is the force of blood pushing against the walls of blood vessels as the heart pumps it. Hypertension can increase the risk of heart disease, brain disease, kidney disease, and premature death.
The best massage spa Ajman is Chandrima Spa Ajman, which was founded in 2023 and is exclusively for men 24 hours a day. As of right now, our parent firm has been providing massage services to over 50,000+ clients in Ajman for the past 10 years. It has about 8+ branches. This demonstrates that Chandrima Spa Ajman is among the most reasonably priced spas in Ajman and the ideal place to unwind and rejuvenate. We provide a wide range of Spa massage treatments, including Indian, Pakistani, Kerala, Malayali, and body-to-body massages. Numerous massage techniques are available, including deep tissue, Swedish, Thai, Russian, and hot stone massages. Our massage therapists produce genuinely unique treatments that generate a revitalized sense of inner serenely by fusing modern techniques, the cleanest natural substances, and traditional holistic therapists.
INFECTION OF THE BRAIN -ENCEPHALITIS ( PPT)blessyjannu21
Neurological system includes brain and spinal cord. It plays an important role in functioning of our body. Encephalitis is the inflammation of the brain. Causes include viral infections, infections from insect bites or an autoimmune reaction that affects the brain. It can be life-threatening or cause long-term complications. Treatment varies, but most people require hospitalization so they can receive intensive treatment, including life support.
Michigan HealthTech Market Map 2024. Includes 7 categories: Policy Makers, Academic Innovation Centers, Digital Health Providers, Healthcare Providers, Payers / Insurance, Device Companies, Life Science Companies, Innovation Accelerators. Developed by the Michigan-Israel Business Accelerator
Oct 25 CAPHC Concurrent Symposium - Mental Health - Dr. Sharon Clark and Dr. Kathleen Pajer
1. The Choice and Partnership
Approach (CAPA):
Improving the Delivery of Mental
Health Care
Sharon Clark, Ph.D.
Registered Psychologist
Advanced Practice Leader:
CAPA
Kathleen Pajer, M.D., M.P.H.
Chief of Psychiatry,
Children’s Hospital of Eastern
Ontario (CHEO)
Professor of Psychiatry
University of Ottawa FOM
2. Collaborators
• Debbie Emberly, Ph.D., IWK
• Susan McWilliam, Ph.D.,
IWK
• Emily DeLong, B.S., IWK
• Alexa Bagnell, M.D.,
F.R.C.P.C.
• Barb Casey, M.B.A., IWK
• William Gardner, Ph.D.,
CHEO RI
• Dave Murphy, CHEO
• Marjorie Robb, M.D., CHEO
• Karen Tataryn, M.S.W.,
CHEO
• Laura MacLaurin, M.S.W. ,
The Royal
• Christine Slepanki,
M.B.A.,The Royal
• Gail Beck, M.D., The Royal
• Dr. Judy Makinen, Ph.D., C.
Psych, The Royal
• Rebekah Ranger, BSoc.Sc., BA,
The Royal
3. Doing the right thing, at the
right time, with the right
people.
4. Overview
• What is CAPA?
• How is CAPA different from other service
delivery systems?
• How does CAPA work?
• CAPA at three Canadian sites.
• Lessons learned.
• Questions/Discussion.
6. • “You do not have to have a waiting list.
It can be eliminated. We need to stop
talking about assessment and
treatment—things we do to people—
and talk instead about partnership and
collaboration.”
Dr. Ann York, Psychiatrist, CAPA Developer
7. • CAPA is innovative method to deliver Child and
Adolescent Mental Health Services.
• It improves patient flow and quality of care.
• Widely used across the UK, New Zealand,
Australia.
• CAPA makes child and adolescent mental health
services:
– user-friendly
– client/family focused
– accessible
– safe
– effective.
11. Fundamental change in philosophy of
clinical care.
Challenges all assumptions and asks the
“system” hard questions:
• What is the role of the family in care?
• What is the role of the clinician/physician in
care?
• What is our “core business”?
• What is value-added?
13. Shared decision making.
A consultative process where a clinician and client
jointly participate in making a health decision, having
discussed the options and their benefits and harms, and
having considered the patient’s values, preferences and
circumstances.
Involves the professional and the service user bringing
together their individual sources of expertise
14. Shift in responsibility.
Family bus ride has already
started. • The bus ride doesn’t start
start at MH care facility.
• The bus ride destination
is not the MH care facility.
• So, how do we get on the
bus with family?
15. Value-added care.
• Value is anything that improves
health, well-being or care
experience of patient/family.
• Value is defined by patient or
family.
• We identify the ‘value stream’ or
key set of actions required to
deliver value.
• The trick is to maximize actions
that add value and eliminate
waste.
16. Importance of letting go.
“CAPA is all about empowering people and
helping them access their own resources –
and those in their communities – to move
their lives forward. Part of this is not to
assume they need services….” CAPA Manual, 2013, p.
81
“Release people back into the wild”
17. Mechanics: CAPA uses quantitative
approach to service delivery.
• Demand and Capacity Theory
• Queue Theory
• Lean Principles
18. Capacity and resources.
• A key lever for improving patient flow.
• How do we measure capacity?
– What is the capacity of a 20 seat restaurant?
– A 16 bed ward?
• Capacity is a RATE
– Customers/hour
– Patients/day
• We can view a 16 bed ward as a queuing system with 16
servers
– What is the capacity of a bed?
• A delivery system comprises resources with capacities.
– Resources and capacity are not interchangeable; one is a
function of the other
– Capacity may fluctuate
Puterman, Martin, 2012, BHAC 510 Coursework
19. Demand and capacity.
• Too much capacity or too many resources =
idleness
• Not enough capacity = waits
• Resource manager must trade these off taking into
account system objectives and available resources
• Should we set capacity equal to demand?
– This is called a balanced system
– It works perfectly when there is no variation in the
system
– It works terribly when there is variation! Why?
• Once behind, you never can catch up.
– Queuing theory quantifies these tradeoffs in terms of
performance measures.
Puterman, Martin, 2012, BHAC 510 Coursework
20. Queuing models.
• (Mathematical) queuing models help set
capacity (or determine the number of
resources needed) to meet:
– Service level targets
– Average wait time targets
– Average queue length targets
• Queuing models provide more precise
alternative to simulation
• They provide insights into how to plan,
operate and manage a system
Puterman, Martin, 2012, BHAC 510 Coursework
21. Push-Pull: the milkman.
• Push – the milkman delivers every day
• The delivery rate come from the milkman
• Pull – the family puts out a bottle when they need
milk
• The rate comes from the family across continuum ofSlide taken from
22. CAPA: Putting it all together.
• Demand
– Each referral is a request for a clinical service;
demand is the number of clinical hours needed
• Capacity
– Skills bank and resources required to deliver those
skills
– Skill bank built with targeted recruitment and clinician
education
– Capacity is not number of clinical staff, but number of
clinical hours available to meet demand
• Queue estimates used to create job planning.
• Lean principles to map out efficient care with
least waste.
24. Slide taken from CAPA.uk.co
11 Key Components
CAPA Key Component Aim Why?
1. Leadership To drive and sustain Change management
2. Language
Active, understandable, non
judgmental
Engages clients
3. Handle demand Transparent and agreed Flow, transitions, joint working
4. Choice framework Shared decision making
Adds value, reduces waste, reduces
drop outs
5. Full booking
Smoothes flow, improves
engagement
Client has activities ‘pulled’ towards
them as they need
6. Selection by skill
Matching skills to need
Increase effectiveness of help
7. Core and advanced skills Evidence informed practice Effectiveness, workforce development
8. Job planning Defines and deploys capacity
Flow, monitoring, flexing,
commissioning
9. Goal setting and outcomes Regular outcome monitoring
Effectiveness and satisfaction, reduces
drop outs and drift
10. Peer group supervision
Learning, governance, reducing
variation
Safety, effectiveness, flow
11.Team away days Team functioning
Effectiveness, satisfaction, reduced
sickness, retention
25. 5 BIG ideas.
1. Choice
2. Core and Specific Partnership Work
3. Selecting Core Partnership clinician
4. Job Planning
5. Peer group discussion
26. #1 What is Choice?
• Choice appointment = first face to face contact
• Find out what child, youth and family wants
• Use clinical knowledge to collaboratively
formulate problem
• Choice is single session intervention
• Clinician and family design plan to help with
problem:
– Choice is enough and they can exit or
– Return to clinic for treatment matching problem or
– Refer to another agency or care provider for better
match
Slide content taken from CAPA.co.uk
27. Choice: menu of treatments.
• Establish treatment goals with clients
• Match goals with menu of treatments
– Methods: group, 1:1, in-home, family, school
– Intensity: outpatient, inpatient, acute care, day
treatment Intensive services
• Consider patient/family’s capacity for change
28. #2 Core and Specific
Partnership Work
Slide content from capa.co.uk
29. What is core partnership?
• If patient/family will stay at clinic after
Choice appointment, then go to Core
Partnership
– treatment matched to Choice-defined problem
and goals, i.e., family “pulls” care in
– assigned by reviewing who on team has skills
best suited
– evidence-based treatments effective across
wide range of problems, e.g. CBT
– Can be individual or group care
– CAPA model suggests average of 7.5
sessions
30. Specific Partnership
Specific:
• When a particular
technique,
assessment, or skills
is needed for specific
symptoms or
problems as a
complement to Core
work
• Treatment duration is
shorter or longer
Specific Time examples:
– Diagnostic
Assessments
– Cognitive
Assessments
Specific Clinics:
- OCD
- Eating Disorders
- Psychosis
- PDD
37. IWK Health Centre
• IWK Mental Health Program
- Mandate for service delivery across continuum
of care
- total of 400 allied professionals and support
staff providing care across multiple service
areas and 17 psychiatrists
- CAPA started April 2012 in outpatient teams
2015/16 Data:
42. CHEO
• CHEO Mental Health Program, Outpatient
Service:
– Psychiatry Dept. (3.4 FTE) provides all
psychiatric care
– 12.5 total FTE allied health professionals and
support staff
– 15/16: 1479 referrals to Outpatient; 8715
visits; all off site; Outpatient Eating Disorders
is separate
– In care partnership with the Youth Program at
The Royal Ottawa Hospital: Young Minds
Partnership
43. Progress to date
• Pre-CAPA: wait time to first appointment =
average 200 days
• Current wait time: 4.5 weeks
• Current wait time for Partnership
(excluding groups) = 8 weeks
• Skills and competencies assessment
identified following gaps:
– Trauma care, brief interventions, some group
therapies, family therapy
44. The Royal Ottawa Hospital
• The Royal is specialized mental health centre to
treat people with complex, serious mental illness
in Eastern Ontario.
• The Youth Program provides intensive,
specialized mental health services to 16-18
year-old youth with early onset major psychiatric
disorders or complex psychiatric illnesses
resistant to treatment.
• Number of clinicians and psychiatrists = 15
• Waitlist blitz – early 2015; CAPA March 2016
45. Progress to date
• Wait times:
– January 2015 ~ 18 months (blitz)
– March 2016 ~ 2 months
– Currently ~ 4 weeks
46. Progress to date
• Parent Choice experience (N = 16)
“Overall, the help I had here was good.”
All true 84.6%
Partly true 7.7%
Don’t know 7.7%
“Did you feel that people here listened to your concerns?”
Very much 92.3%
Pretty much 7.7%
“Was today’s session helpful for you?”
Very much 69.2%
Pretty much 15.4%
A little 15.4%
47. Client & Clinician Ratings/Choice
(N = 23)
Q1 – “How much were they/you curious about their/your
view point…?”
RESPONSE CLIENT CLINICIAN
None 0% 0%
A little 0% 0%
Some 8.7% 0%
A fair bit 8.7% 9.5%
A lot 39.1% 47.6%
Loads 43.5% 42.9%
48. Client & Clinician Ratings/Choice
(N = 23)
Q2 – “How much did they/you share their/your thoughts
and opinions for you to discuss?”
RESPONSE CLIENT CLINICIAN
None 0% 4.8%
A little 0% 0%
Some 13.0% 19.0%
A fair bit 21.7% 42.9%
A lot 52.2% 19.0%
Loads 13.0% 14.3%
49. Client and Clinician
Ratings/Choice (N = 23)
Q3 – “How much did they/you come to a share view as the
nature of their/your problems?”
RESPONSE CLIENT CLINICIAN
None 0% 0%
A little 0% 0%
Some 8.7% 0%
A fair bit 8.7% 9.5%
A lot 39.1% 47.6%
Loads 43.5% 42.9%
51. Key CAPA elements
• Systematic evaluation of progress: use data to inform
decision-making.
• Fidelity is critical.
• Mechanics done without philosophy change is “doing
to” our clients, not “engaging with” them.
• Need to build continuous skill development:
– Choice Clinic = pushing out the private practice model and
building trust.
– Team Peer Supervision = creating an environment where
clinicians can ask for help.
– Developing clinical capacity in specific clinics to strengthen
core skills.
53. Lessons learned.
• Program administration needs
to be actively supporting
CAPA
• Achieving flow of patients
means radically new thinking.
• Change will come in waves.
• People may accept CAPA and
then drift back to old ways.
• The power of families as
collaborators is freeing.
• Stick with it.
• Share what you’ve learned.
• Find mentors and stay in
close communication.
• Fidelity to model is critical.
54. Resources
• All the CAPA ideas and concepts presented
today were developed by Drs. Steve Kingsbury
and Ann York.
• Please see the http://www.capa.co.uk/ website
for more information or refer to their publication:
The Choice and Partnership Approach: A
Service Transformation Model (2013)