1. The document discusses leadership and administration in patient safety. It outlines national and international goals for patient safety including reducing medical errors and healthcare associated infections.
2. India's National Patient Safety Implementation Framework aims to improve structural systems and establish a culture of safety. It includes objectives like ensuring a competent workforce and preventing infections.
3. Successful leadership in patient safety involves creating a culture that prioritizes safe, high-quality care and supports improvement efforts through resources, training and removing obstacles for clinicians.
A presentation, describes basics of Clinical Governance
What do we have in common
as Medical Doctors/Medical
Practitioners?
1. We are technical experts in our fields
2. We are leaders
3. We are managers
4. We are accountable for the patient care and health services
5. We are change agents
6. We are respected highly in the community
7. We are responsive
8. We are good communicators and negotiators
9. We are kind and empathic
10. We are decent and disciplined
Clinical Governance is a strategic framework for the development of high quality healthcare
"A framework through which organizations are accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish" – NHS, UK
“clinical governance is a way of making sure that everyone who passes through health system is well cared for”
or
System that enable staff to work in the best possible way
+
Staff performing to the highest possible standards
Seven pillars of Clinical Governance
Patient and public involvement (PPI)
Risk management
Staffing and staff management
Education and training
Clinical effectiveness & Research
Using clinical information & IT
Clinical audit
Patient and public involvement
Ensuring services meet the need of the patients
Patient and public feedback is used to improve services
Patients and the public are involved in the development of services and the monitoring of treatment outcomes
Risk management
Complying with protocols
Learning from mistakes and near-misses
Reporting adverse events
Assessing the risks – probability of occurrence, impact
Promoting blame free culture
Staffing and staff management
Appropriate recruitment and management of staff
Ensuring that underperformance is identified and addressed
Encouraging staff retention by motivating and developing staff
Providing good working conditions
Education and Training
Providing appropriate support available to enable staff to be competent in doing their jobs and to develop their skills so that they are up to date
Professional development needs to continue through lifelong learning
Clinical effectiveness & Research
Clinical effectiveness implies ensuring that everything we do is designed to provide the best outcomes for patients
Clinical audit
Clinical audit is a quality improvement cycle that involves measurement of the effectiveness of healthcare against agreed and proven standards for high quality, and taking action to bring practice in line with these standards so as to improve the quality of care and health outcomes
Clinical audit is a systematic process of looking at your practice and asking:
What should we be doing?
Are we doing it?
If not, how can we improve?
Apresentação realizada no I Seminário Internacional de Atenção às Condições Crônicas, pela diretora do Programa da Gestão de Doenças Crônica dos Serviços Sanitários De Alberta/Canadá, Sandra Delon.
Belo Horizonte, 11 de novembro de 2014
This presentation highlighted the process that the MoH in Oman used to build consensus on the importance of establishing the role of NP in Oman. All of what has been presented could be used by other health systems especially in GCC
A presentation, describes basics of Clinical Governance
What do we have in common
as Medical Doctors/Medical
Practitioners?
1. We are technical experts in our fields
2. We are leaders
3. We are managers
4. We are accountable for the patient care and health services
5. We are change agents
6. We are respected highly in the community
7. We are responsive
8. We are good communicators and negotiators
9. We are kind and empathic
10. We are decent and disciplined
Clinical Governance is a strategic framework for the development of high quality healthcare
"A framework through which organizations are accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish" – NHS, UK
“clinical governance is a way of making sure that everyone who passes through health system is well cared for”
or
System that enable staff to work in the best possible way
+
Staff performing to the highest possible standards
Seven pillars of Clinical Governance
Patient and public involvement (PPI)
Risk management
Staffing and staff management
Education and training
Clinical effectiveness & Research
Using clinical information & IT
Clinical audit
Patient and public involvement
Ensuring services meet the need of the patients
Patient and public feedback is used to improve services
Patients and the public are involved in the development of services and the monitoring of treatment outcomes
Risk management
Complying with protocols
Learning from mistakes and near-misses
Reporting adverse events
Assessing the risks – probability of occurrence, impact
Promoting blame free culture
Staffing and staff management
Appropriate recruitment and management of staff
Ensuring that underperformance is identified and addressed
Encouraging staff retention by motivating and developing staff
Providing good working conditions
Education and Training
Providing appropriate support available to enable staff to be competent in doing their jobs and to develop their skills so that they are up to date
Professional development needs to continue through lifelong learning
Clinical effectiveness & Research
Clinical effectiveness implies ensuring that everything we do is designed to provide the best outcomes for patients
Clinical audit
Clinical audit is a quality improvement cycle that involves measurement of the effectiveness of healthcare against agreed and proven standards for high quality, and taking action to bring practice in line with these standards so as to improve the quality of care and health outcomes
Clinical audit is a systematic process of looking at your practice and asking:
What should we be doing?
Are we doing it?
If not, how can we improve?
Apresentação realizada no I Seminário Internacional de Atenção às Condições Crônicas, pela diretora do Programa da Gestão de Doenças Crônica dos Serviços Sanitários De Alberta/Canadá, Sandra Delon.
Belo Horizonte, 11 de novembro de 2014
This presentation highlighted the process that the MoH in Oman used to build consensus on the importance of establishing the role of NP in Oman. All of what has been presented could be used by other health systems especially in GCC
Supporting and developing patient safety collaboratives - Phil Duncan and Fiona Thow, Patient safety collaborative delivery leads, NHS Improving Quality
Presentation from the Patient Safety Collaborative launch event held in London on 14 October 2014
More information at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety/patient-safety-collaboratives.aspx
NHS Improving Quality was invited to take part in a recently held event that celebrated the work that is being done in partnership between the Pennine Acute Hospitals NHS Trust and AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP).
Gillian Phazey, Learning and Organisational Development Manager at Pennine Acute Hospitals NHS Trust explains:
'The Learning and Organisational Development and Governance teams at the Pennine Acute Hospitals NHS Trust have been working collaboratively with AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP) to support staff in developing knowledge and skills in this topic. The programme has been specifically designed to support colleagues wanting to gain an introduction to the fundamentals and concepts of quality improvement. So far, two cohorts of staff, from clinical and non-clinical areas of the Trust have completed the programme, and have completed quality improvement projects in their own work area to apply their knowledge. On 17th July a celebration event was held for cohort 2 where staff presented their work in poster or presentation form, the aim of which is to share and spread learning across the Trust. Projects were wide ranging, from introducing new processes to reduce complaints and drug errors, to improving patient experience by implementing new tools and techniques. The day was a great success with the Chief Executive and Chief Nurse in attendance. The Trust is highly supportive of this approach in equipping staff with these important techniques, and the programme supports not only our internal quality agenda and objectives, but more widely responds to the recommendations of the Berwick report. The next cohort is starting in September this year.'
Fiona Thow, Patient Safety Collaborative Delivery Lead at NHS Improving Quality delivered a keynote speech, (link to presentation slides) providing a national perspective on the plans for improving patient safety and took the opportunity to introduce the national safety collaboratives. She also highlighted the need for organisations and individuals to think differently about safety for both patients and staff.
Healthcare organizations in Canada are making great strides in promoting safer patient care through engagement and partnership. Now the best of these organizations would like to share their successes and lessons learned with you!
Full details:
https://goo.gl/NukquA
Utilización de la evidencia cualitativa para mejorar la inclusión de las pref...GuíaSalud
Tercera intervención de la Mesa 1 de la Jornada científica GuíaSalud 2017: La implicación de pacientes en el desarrollo de GPC. Una estrategia necesaria para mejorar la toma de decisiones. Simon Lewin
Nursing administration is very complex and requires many problems to be faced and managed in the current day practice. An overview of the challenges in nursing administration are presented in the slides
The challenges faced by nursing administrators are many and varies. An overview of such challenges will be helpful in working towards the managerial solutions.
R3 Stem Cells and Kidney Repair A New Horizon in Nephrology.pptxR3 Stem Cell
R3 Stem Cells and Kidney Repair: A New Horizon in Nephrology" explores groundbreaking advancements in the use of R3 stem cells for kidney disease treatment. This insightful piece delves into the potential of these cells to regenerate damaged kidney tissue, offering new hope for patients and reshaping the future of nephrology.
We understand the unique challenges pickleball players face and are committed to helping you stay healthy and active. In this presentation, we’ll explore the three most common pickleball injuries and provide strategies for prevention and treatment.
CHAPTER 1 SEMESTER V PREVENTIVE-PEDIATRICS.pdfSachin Sharma
This content provides an overview of preventive pediatrics. It defines preventive pediatrics as preventing disease and promoting children's physical, mental, and social well-being to achieve positive health. It discusses antenatal, postnatal, and social preventive pediatrics. It also covers various child health programs like immunization, breastfeeding, ICDS, and the roles of organizations like WHO, UNICEF, and nurses in preventive pediatrics.
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
Antibiotic Stewardship by Anushri Srivastava.pptxAnushriSrivastav
Stewardship is the act of taking good care of something.
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
WHO launched the Global Antimicrobial Resistance and Use Surveillance System (GLASS) in 2015 to fill knowledge gaps and inform strategies at all levels.
ACCORDING TO apic.org,
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
ACCORDING TO pewtrusts.org,
Antibiotic stewardship refers to efforts in doctors’ offices, hospitals, long term care facilities, and other health care settings to ensure that antibiotics are used only when necessary and appropriate
According to WHO,
Antimicrobial stewardship is a systematic approach to educate and support health care professionals to follow evidence-based guidelines for prescribing and administering antimicrobials
In 1996, John McGowan and Dale Gerding first applied the term antimicrobial stewardship, where they suggested a causal association between antimicrobial agent use and resistance. They also focused on the urgency of large-scale controlled trials of antimicrobial-use regulation employing sophisticated epidemiologic methods, molecular typing, and precise resistance mechanism analysis.
Antimicrobial Stewardship(AMS) refers to the optimal selection, dosing, and duration of antimicrobial treatment resulting in the best clinical outcome with minimal side effects to the patients and minimal impact on subsequent resistance.
According to the 2019 report, in the US, more than 2.8 million antibiotic-resistant infections occur each year, and more than 35000 people die. In addition to this, it also mentioned that 223,900 cases of Clostridoides difficile occurred in 2017, of which 12800 people died. The report did not include viruses or parasites
VISION
Being proactive
Supporting optimal animal and human health
Exploring ways to reduce overall use of antimicrobials
Using the drugs that prevent and treat disease by killing microscopic organisms in a responsible way
GOAL
to prevent the generation and spread of antimicrobial resistance (AMR). Doing so will preserve the effectiveness of these drugs in animals and humans for years to come.
being to preserve human and animal health and the effectiveness of antimicrobial medications.
to implement a multidisciplinary approach in assembling a stewardship team to include an infectious disease physician, a clinical pharmacist with infectious diseases training, infection preventionist, and a close collaboration with the staff in the clinical microbiology laboratory
to prevent antimicrobial overuse, misuse and abuse.
to minimize the developme
How many patients does case series should have In comparison to case reports.pdfpubrica101
Pubrica’s team of researchers and writers create scientific and medical research articles, which may be important resources for authors and practitioners. Pubrica medical writers assist you in creating and revising the introduction by alerting the reader to gaps in the chosen study subject. Our professionals understand the order in which the hypothesis topic is followed by the broad subject, the issue, and the backdrop.
https://pubrica.com/academy/case-study-or-series/how-many-patients-does-case-series-should-have-in-comparison-to-case-reports/
QA Paediatric dentistry department, Hospital Melaka 2020Azreen Aj
QA study - To improve the 6th monthly recall rate post-comprehensive dental treatment under general anaesthesia in paediatric dentistry department, Hospital Melaka
2. Topic …..
Bonafide : Genuine, real, not deceiving
Administration: While management
focus on implementing policies and
strategies, administration focus upon
formulation of policies
Leadership: practical definition?
5. History….
• The global need for quality of care and patient safety
was first discussed during the World Health
Assembly in 2002
• and resolution WHA55.18 on ‘Quality of care: patient
safety’ at the Fifty-fifth World Health Assembly urged
Member States to “pay the closest possible attention
to the problem of patient safety”
• Since then, there have been several international
initiatives, which have brought the importance of the
matter to the attention of policy-makers in many
countries, including:
• Development of global norms and standards
• Promotion of evidenced-based policies
• Promotion of mechanisms to recognize excellence in
patient safety internationally
• Encouragement of research
• Provision of assistance to countries in several key
areas
6. National Patient Safety
goals
• Transfusion errors
• Critical results
• Anticoagulant safety
• Clinical alarm systems
• CDC vs WHO
• Reduce the risk for suicide
8. National Patient
Safety
Implementation
Framework (NPSIF)
in India (2018 –
2025)
• Safe surgical care and safe childbirth
• Injection safety
• Blood safety
• Medication safety
• Medical device safety
• Safe organ, tissue and cell transportation
and donation
• bio-medical waste management
• prevention of healthcare associated
infections and much more.
• Patient safety research
9. Objectives of
NPSIF
• Strategic Objective 1: To improve structural systems to
support quality and efficiency of healthcare and place
patient safety at the core at national, subnational and
healthcare facility levels.
• Strategic Objective 2: To assess the nature and scale of
adverse events in healthcare and establish a system of
reporting and learning. Strategic Objective 3: To ensure a
competent and capable workforce that is aware and
sensitive to patient safety.
• Strategic Objective 4: To prevent and control health-care
associated infections.
• Strategic Objective 5: To implement global patient safety
campaigns and strengthening Patient Safety across all
programmes.
• Strategic Objective 6: To strengthen capacity for and
promote patient safety research
10. Paramount
provisions of
NPSIF:
• Constitute national level steering committee as a central
coordinating mechanism for Patient Safety.
• Integrate web-based grievance system and toll-free helpline for
Patient Safety.
• Introduce anonymous reporting system in healthcare facilities to be
used by healthcare facility staff, students, residents, patients and
families.
• Incorporating patient safety principles and concepts in the Public
Health Act and streamlining patient safety in different insurance
schemes.
• Strengthen quality assurance mechanisms, including accreditation
system.
• Establishment of a safety culture and improving communication,
patient identification and handing over transfer protocols in
healthcare facilities.
• Ensuring that patient safety processes are clearly communicated to
patients and caregivers prior, during and after the medical
intervention using different communication means such as videos,
mobile apps, etc
14. What’s new?
PFPS…
Patients for Patients
safety
• This program aims to incorporate the
patient, family and community voice
into all levels of health care
through engagement and empowerm
ent.
The goal is to advocate and facilitate:
• Patients taking ownership of their care;
• Bringing the voices of patients and
people to the forefront of health care;
• Patient, family and community
partnerships with health professionals
(health-care providers, policy-makers,
researchers).
16. Leadership
• Leadership is essential for making safe
and effective health care a reality.
• It is also necessary for improving the
quality and safety in health-care service
delivery and aligning systems for
improvements to occur.
• Management is essential for
implementing plans and strategies to stay
on that path.
17. Continued….
.
• Successful leaders are those who know how to
create a workplace culture in which the
• safe and high quality care of patients is a
priority
• A culture that promotes inter-professional
teamwork
• sets strategic goals for patient safety
• supports efforts within the organization to
achieve improvement goals
• provides resources for strengthening
systems
• removes obstacles for clinicians and health-
care staff that interfere with safe care
• maintains high performance of health-care
providers.
18.
19.
20.
21.
22.
23. Structure
Of The
Framework
There are ten learning categories and in each the
following can be found:
Learning category (e.g. communicate
effectively)
Learning objective (e.g. establish goals, policies
and strategies for service improvement)
Knowledge components to be understood
before demonstrating relevant performance (e.g.
articulate clearly and put into practice policies
and management plans for improving patient
safety and quality of services provided)
Performance features (e.g. delegating as
appropriate, empowering staff to communicate
openly, inspiring)
24. Learning Domain: Personal Attributes
Learning category 1. Exhibits leadership style, awareness and
adaptability
Learning objectives
• Demonstrates an appropriate leadership style
• Is aware and self-aware: knows how to determine one’s own strengths and weaknesses
• Identifies and understands the motivation behind behavior (critical to building a culture
of safety)
• Adapts to changing environments and trends
• Demonstrates an empathic attitude
25. Learning Domain: Personal Attributes
Learning category 2. Is a leader
in professional conduct
1
Learning objectives
•Is culturally knowledgeable
(inclusion activity- equality)
•Demonstrates equity and non-
discrimination (inclusion leadership)
•Adheres to and promotes good
governance principles
2
26. Learning category 3. Is
a learner as a leader
Learning objectives
Learns from other
organizations and
industries /HROs;
incorporates and use
knowledge and
expertise from HROs
and from one’s own
organization
Is a workplace learner
Learning
Domain:
Personal
Attributes
27. Learning Domain: Core Functions Of
Leadership
Learning category 4. Sets the direction
Learning objectives
•Thinks strategically and is innovative
•Has organizational awareness
•Translates evidence and prioritizes the development of organizational
policies to address risk /patient harm, improved environments and safe
cultures
•Puts in place mechanisms for addressing legal requirements related to
patients’ rights
28. Continued…..
• Puts in place policies and mechanisms for addressing ethical
requirements for patients/ ‘respectful care’;
• Understands and manages the issue of patients’ rights
• Obliges to organizational transparency, accountability (performance,
resourcing, political, ethical and community), practice standards of
staff professional conduct and ethical behavior
29. Learning Domain: Core Functions Of
Leadership
Learning category 5. Communicates effectively and sets the scene
Learning objectives
• Is a good communicator/advocates for safety and quality improvements
• Defines goals for establishing policies and strategies for service improvement
• Connects with providers/ employees and transfer ideas and intentions
• Understands/ engages with patients /their families in order to respond to the patients’
voice
• Engages and manages external stakeholders (health authorities, politicians, national
health assoc., experts) and responds appropriately
• Demonstrates being an effective workplace mentor/ teacher advocates for patient safety
30. Learning
Domain: Core
Functions Of
Leadership
Learning category 6. Leads positive
transformation to build and sustain a climate
of safety
Learning objectives
• Brings together collaborations
• Creates external and internal partnerships in order to
implement successfully strategies and plans
• Motivates, inspires and empowers individuals and
teams to implement change
• Empowers staff to speak up and openly challenge;
cultivates staff commitment; uses incentives
31. Continued….
.
• Cultivates the notion of compassionate
care
• Board/ Trustees links and development
• Understands the importance of human
factors in improving health service
delivery
• Understands the complexity of health
service delivery and health systems;
structure effectively a continuum of care
32. Learning Domain: Ability To ‘Execute’ (Or ‘Putting In Place’ Or
‘Making Operational’ Or ‘Mise-en-place’)
Learning category 7. Delivers competently and effectively
Learning objectives
• Brings about quality and safety improvements
• Change management (for safety and quality improvement)
• Demonstrates ability to manage human resources in order to ensure appropriate mix of
employees’ competencies to achieve the safety and quality goals
• Facilitates development of effective teams (IPE/ training etc)
• Prioritizes the development of improvement plans/mechanisms for delivering safe and
quality services; oversees their implementation
• Demonstrates ability to manage financial resources for quality and safety improvements
33. Learning Domain: Ability To ‘Execute’ (Or ‘Putting
In Place’ Or ‘Making Operational’ Or ‘Mise-en-
place’)
Learning category 8. Has political and social astuteness
Learning objectives
•Responds to changing individual and community expectations;
demonstrates responsiveness, participation and inclusiveness
•Facilitates alignment with national health reforms
•Responds to global trends
•Interacts effectively with the media and engages with them
where appropriate
34. Learning Domain: Ability To ‘Execute’ (Or ‘Putting
In Place’ Or ‘Making Operational’ Or ‘Mise-en-
place’)
Learning category 9: Establishes crises systems and
mechanisms for safe health service delivery
Learning objectives
•Financial preparedness
•Develops contingency plans to respond to breakdowns of
structures, communication and increased volume and needs of
patients during disasters
•Develops contingency plans to respond toe epidemics and
outbreaks
35. Learning Domain: Ability To ‘Execute’ (Or ‘Putting In
Place’ Or ‘Making Operational’ Or ‘Mise-en-place
Learning category 10. Uses evidence and information for
policy and health service improvements
Learning objectives
•Understands the importance of measuring, reporting, assessing risk,
reporting hazards for continuous learning and improvement
•Encourages research on quality and safety activities designed to
improve health services
36. Contd….
• Leads the application of IT to enhance performance, quality and
safety
• Use of www.information
• Is aware of the evidence-based practices and solutions for quality
and safety of services (HH, Safe surg., Med. Safety, Blood safety,
handovers, safety of medical equipment etc)
• Balances evidence and innovation (local solutions)