This document outlines a webinar series from the Patient Experience Network (PEN) discussing initiatives that have improved patient experience. The webinars will feature presentations on a homeless hospital discharge program in the UK that improved outcomes for homeless patients, and a digital platform called Patient Connect and Staff Connect that provides personalized health information and engagement tools. The webinar series runs from September to November 2015 and invites attendees to learn about successful approaches to enhancing patient experience.
Presentation describing the DMA INSIGHT programme and its use in collaboration with St Andrews Hospital Charity to develop person centred integrated care pathways - presented at International Forensic Conference - UCLAN
Adult survivorship: from concept to innovationNHS Improvement
The National Cancer Survivorship Initiative (NCSI) is a partnership between the Department of Health, Macmillan Cancer Support and NHS Improvement. As part of this initiative, NHS Improvement is testing approaches to care and support that ensures that we are moving to a position of not only supporting recovery from their disease, but also their future health and wellbeing through sustaining that recovery. During the last few years a proof of principle has been established which if transferable from the test sites to other organisations will begin the process of spread across the NHS and provide national risk stratified effective pathways for breast, colorectal and prostate cancers.
Presentation describing the DMA INSIGHT programme and its use in collaboration with St Andrews Hospital Charity to develop person centred integrated care pathways - presented at International Forensic Conference - UCLAN
Adult survivorship: from concept to innovationNHS Improvement
The National Cancer Survivorship Initiative (NCSI) is a partnership between the Department of Health, Macmillan Cancer Support and NHS Improvement. As part of this initiative, NHS Improvement is testing approaches to care and support that ensures that we are moving to a position of not only supporting recovery from their disease, but also their future health and wellbeing through sustaining that recovery. During the last few years a proof of principle has been established which if transferable from the test sites to other organisations will begin the process of spread across the NHS and provide national risk stratified effective pathways for breast, colorectal and prostate cancers.
BPS DCP SIGOPAC Good Practice Guidance in Demonstrating Quality and Outcomes ...Alex King
This report outlines a rigorous, multidimensional framework for evaluating quality and outcomes in psycho-oncology services, which can be flexibly adapted to local needs and priorities.
It aims to challenge psycho-oncology services to develop and standardise procedures that address the clinical and operational aspects of quality, while maintaining a firm focus on the experiential.
The proposed framework focuses on six key domains of service quality:
- Is this service safe?
- Is this service equitable, while also focused on those most in need?
- Is this service timely and responsive?
- Is this service respectful, collaborative and patient-centred?
- Is this service offering effective interventions?
- Is this service contributing to efficient multidisciplinary care?
To address these domains, psycho-oncology services need to draw on multiple, convergent sources of data, including key performance indicators, activity levels, patient self-report measures, feedback from professional colleagues, etc.
Developing and Implementing a Patient Reported Experience MeasureRenal Association
Rachel Gair, Person Centred Care Facilitator on the Transforming Participation in CKD programme gave a talk at the Home Therapies conference in Manchester:
Developing and Implementing a Patient Reported Experience Measure
Closing the Loop: Strategies to Extend Care in the EDEngagingPatients
This HIMSS15 presentation discusses the challenges faced in hospital emergency departments and offers insights for implementing a process to follow up with discharged ED patients to enhance outcomes and satisfaction,while optimizing utilization and reducing risk.
•Understand the Accreditation Canada requirements for medication reconciliation at discharge
•Learn from the experience of patients and receiving healthcare providers
•Gain insight into practical strategies for communicating accurate medication information at discharge
READ MORE: http://bit.ly/1ja1gxY
Objectives:
1.To review the need for increased efforts to implement research evidence into bedside practice.
2.To review the need for measurement to identify gaps between best practice and actual practice.
3.To demonstrate why there is a need for increased knowledge translation efforts in critical care and how aCKTION Net proposes to fill this need.
Click the link to view the video http://bit.ly/YpJWTC
On November 17, 2015 the ICU Collaborative Faculty held a National Call to determine the 2016 National Improvement Initiative. Two topics were presented: Dr. Yoanna Skrobik advocated on the side of Pain, Agitation and Delirium. Dr. Claudio Martin and Cathy Mawdsley advocated for working on End of Life Care. Callers voted at the end of the call and chose the new topic led by Dr. Skrobik: Managing “PAD” in your ICU patient: assessment, treatment and prevention.
Service improvement in microbiology: why, what and howNHS Improvement
Effective microbiological services are a key requirement of quality in pathology.They can be provided by a range of healthcare providers in a wide variety of settings and it is therefore essential that patients needs are considered. Samples should be taken as locally as possible, with ease of access and in a timely manner to ensure early decision making regarding patient diagnosis, treatment and monitoring. (July 2012)
BPS DCP SIGOPAC Good Practice Guidance in Demonstrating Quality and Outcomes ...Alex King
This report outlines a rigorous, multidimensional framework for evaluating quality and outcomes in psycho-oncology services, which can be flexibly adapted to local needs and priorities.
It aims to challenge psycho-oncology services to develop and standardise procedures that address the clinical and operational aspects of quality, while maintaining a firm focus on the experiential.
The proposed framework focuses on six key domains of service quality:
- Is this service safe?
- Is this service equitable, while also focused on those most in need?
- Is this service timely and responsive?
- Is this service respectful, collaborative and patient-centred?
- Is this service offering effective interventions?
- Is this service contributing to efficient multidisciplinary care?
To address these domains, psycho-oncology services need to draw on multiple, convergent sources of data, including key performance indicators, activity levels, patient self-report measures, feedback from professional colleagues, etc.
Developing and Implementing a Patient Reported Experience MeasureRenal Association
Rachel Gair, Person Centred Care Facilitator on the Transforming Participation in CKD programme gave a talk at the Home Therapies conference in Manchester:
Developing and Implementing a Patient Reported Experience Measure
Closing the Loop: Strategies to Extend Care in the EDEngagingPatients
This HIMSS15 presentation discusses the challenges faced in hospital emergency departments and offers insights for implementing a process to follow up with discharged ED patients to enhance outcomes and satisfaction,while optimizing utilization and reducing risk.
•Understand the Accreditation Canada requirements for medication reconciliation at discharge
•Learn from the experience of patients and receiving healthcare providers
•Gain insight into practical strategies for communicating accurate medication information at discharge
READ MORE: http://bit.ly/1ja1gxY
Objectives:
1.To review the need for increased efforts to implement research evidence into bedside practice.
2.To review the need for measurement to identify gaps between best practice and actual practice.
3.To demonstrate why there is a need for increased knowledge translation efforts in critical care and how aCKTION Net proposes to fill this need.
Click the link to view the video http://bit.ly/YpJWTC
On November 17, 2015 the ICU Collaborative Faculty held a National Call to determine the 2016 National Improvement Initiative. Two topics were presented: Dr. Yoanna Skrobik advocated on the side of Pain, Agitation and Delirium. Dr. Claudio Martin and Cathy Mawdsley advocated for working on End of Life Care. Callers voted at the end of the call and chose the new topic led by Dr. Skrobik: Managing “PAD” in your ICU patient: assessment, treatment and prevention.
Service improvement in microbiology: why, what and howNHS Improvement
Effective microbiological services are a key requirement of quality in pathology.They can be provided by a range of healthcare providers in a wide variety of settings and it is therefore essential that patients needs are considered. Samples should be taken as locally as possible, with ease of access and in a timely manner to ensure early decision making regarding patient diagnosis, treatment and monitoring. (July 2012)
The 3 Must-Have Qualities of a Care Management SystemHealth Catalyst
Care management systems are defined in many ways, but the only effective system comprises three qualities:
1.) It’s comprehensive and includes a suite of tools to address all five core competencies of care management.
2.) It’s inclusive of all EMRs and other data sources to enable thorough communication and analysis.
3.) It’s analytics-driven design facilitates clinical decision making and workflow.
Ultimately, an effective system improves outcomes and becomes an indispensable tool for managing population health.
This article describes what drives successful care management, and reveals a suite of applications that aid care team members and patients through advanced algorithms and embedded analytics. Learn how technology is helping to develop appropriate interventions and improve clinical and financial outcomes.
Will New Healthcare Policy Impact Value-Based Healthcare?Health Catalyst
The final days of 2016 were fraught with uncertainty about what Congress and the new Trump Administration would do to the Affordable Care Act (ACA) and the healthcare regulatory landscape overall. So far, in 2017, we do not have much more clarity. Repeal, repeal and replace, repeal and delay, modify without repeal—there are now even more questions than answers and still no consensus Republican plan in sight. Yet healthcare executives would certainly appreciate some modicum of clarity, at least on the narrower topic of whether the shift to value-based healthcare models will continue under whatever new system is coming. This webinar attempts to add clarity by analyzing what we know so far, as reflected in the limited actual evidence that is available.
Join Dan Orenstein, General Counsel, Health Catalyst, as he analyzes these three key pieces of information:
The 21st Century Cures Act (Cures)
The Executive Order on reducing the “burden” of the Affordable Care Act (ACA)
Tom Price’s comments at his confirmation hearings
In Pursuit of the Patient Stratification Gold Standard: Getting There with He...Health Catalyst
Even the healthiest among us would benefit from some level of care management, but resources are limited and patients must be stratified to facilitate prioritized enrollment into care management programs. Therefore, health systems need to identify not only high-cost, high-risk, and rising-risk patients, but also patients who are truly impactable.
This article explains how systems can use healthcare analytics, at varying levels of maturity, to improve patient stratification and, ultimately, achieve the gold standard:
Level 1 (where to start): use healthcare analytics to identify high-cost, high-risk patients in a population.
Level 2: use healthcare analytics to identify patients with rising-risk profiles.
Level 3 (highest level of maturity): use healthcare analytics to identify patients who are truly impactable (the patient stratification gold standard).
Analytics is key to achieving the patient stratification gold standard, but should enhance (not replace) clinical judgement. Stratification lists need to go through workflows in which clinicians remove patients that aren’t appropriate for enrollment.
As population health management goes mainstream, providers need robust, integrated software solutions to aggregate and analyze data, coordinate care, engage patients and clinicians, and provide full administrative and financial functionality. Population Health Management is a journey, and the number of approaches to population health are varied.
PEN, Patient Experience Network, NHS IQ, NHS Improving Quality, Ruth Evans, Patient Experience, Lesly Goodman, Samina Allie, Rachel White, NHS England, Midlands and Lancashire CSU, Black Country Partnerships NHS Foundation Trust, Using insight across a health system to improve care, What's the story with storytelling within the NHS, Digital story telling workshops
A national learning event took place in June 2014, to explore how best to present data from the Cancer Patient Experience Survey (CPES) in order to drive improvement.
Outcomes from the event will help to shape the future presentation of CPES data, so that it is more accessible and easier for professionals and the public to use and interpret.
The event was held by NHS Improving Quality's Experience of Care team, in partnership with Macmillan Cancer Support, and NHS England's Insight team, to bring together cancer managers, lead nurses and lead clinicians. They heard from speakers including patient Bonnie Green, Ben Page, chief executive of Ipsos Mori, and Sean Duffy, National Clinical Director for cancer. Delegates also undertook group activity looking at the barriers that exist in translating data into improvement, and tailoring data for the right audiences.
The event forms part of NHS Improving Quality's wider work with NHS England looking at how the NHS is using the CPES data to reduce variation in the cancer patient experience. CPES, part of the national survey programme commissioned by NHS England, generates data and insight into the experiences of cancer patients.
- See more at: http://www.nhsiq.nhs.uk/news-events/news/using-insight-data-to-improve-patient-experience.aspx#sthash.Yh1yiQ6y.dpuf
How to make care and support planning a two-way dynamic - presentation from webinar held on 1 October 2014
This relates to the first NHS IQ Long Term Conditions Improvement Programmes Wednesday Lunch & Learn Webinar Series. How to make care and support planning a 2 way dynamic hosted by Dr Alan Nye & Brook Howells from AQuA. This webinar discussed how to encourage patients, carers and the public to work alongside (in equal partnership) with clinicians and managers
View the video at https://vimeo.com/113578615 (password "cumberland")
Presentation to RCGP Thames Valley leadership event, Cumberland Lodge, Windsor on 25.11.2014.
Michelle Pilling, Lay Member Patient and Public Involvement and Deputy Chair with Dave Rogers, Head of Communications & Engagement at East Lancashire CCG
To innovate is to put new ideas into practice or existing ideas into practice in new ways. Every nurse is an agent of change and an innovator. Every day, nurses work together to solve difficult challenges in the workplace and for their patients.
Our vision for using patient insight and feedback in the nhs, 12.00, pop up u...NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
On 12th December 2013, Dr Hannan (GP / family physician) along with Marilyn Gollom (patient) presented this talk to Health 2.0 Manchester. You can watch the talk by going to http://www.htmc.co.uk/pages/pv.asp?p=htmc0519.
iWantGreatCare's 7th National Symposium - Building fantastic staff morale, improving quality and reducing costs - took place on Tuesday 21st June at The King's Fund, London.
NHS leaders share their experiences of how they are building excellence in their Trust, reducing costs and growing staff morale by listening to the voice of the patient.
View the slides from these well-regarded delegates:
Alwen Williams, Chief Exective, Barts Health NHS Trust
David Behan, Chief Executive, Care Quality Commission
Dr Nadeem Moghal, Medical Director, Barking, Havering and Redbridge University Hospitals NHS Trust
Liz Mouland, Chief Nurse, First Community Health and Care
Jeremy Howick, clinical epidemiologist and philosopher
Breakout 4.5 Preventing Oxygen Toxicity: a whole system approach - Prof Tony ...NHS Improvement
Breakout 4.5 Preventing Oxygen Toxicity: a whole system approach - Prof Tony Davison
Co-Respiratory Lead East of England
Co-Chair and Co-author BTS Emergency Oxygen Guideline
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 4.4 End of Life Care in Respiratory Disease ~ What we did in Solihul...NHS Improvement
Breakout 4.4 End of Life Care in Respiratory Disease ~ What we did in Solihull Sandy Walmsley, Helen Meehan Solihull Community Services Joint Respiratory Clinical Leads
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 4.3 Building a caring future - Liz NormanNHS Improvement
Breakout 4.3 Building a caring future - Liz Norman
Lung Improvement Programme – Transforming Acute Care Senior Respiratory Nurse Specialist
NHS London Respiratory Team Lead
Consultant Respiratory Physician, Whittington Health & NHS Islington
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 4.3 How to manage… exacerbations of COPD, asthma and… in hospital - ...NHS Improvement
Breakout 4.3 How to manage… exacerbations of COPD, asthma and… in hospital - Delivering high value integrated care with KREDIT? Dr Louise Restrick
NHS London Respiratory Team Lead
Consultant Respiratory Physician, Whittington Health & NHS Islington
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 4.2 Optimise not maximise for better value COPD and asthma care - No...NHS Improvement
Breakout 4.2 Optimise not maximise for better value COPD and asthma care - Noel Baxter
Co-lead NHS London Respiratory Team
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 4. 2 Benefits of implementing medicines optimisation in a COPD and a...NHS Improvement
Breakout 4. 2 Benefits of implementing medicines optimisation in a COPD and asthma clinic - Clare Watson
Medicines Management Pharmacist (NHS Hampshire)
Independent Prescriber (Victoria Practice, Aldershot)
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 4.1 Finding the missing millions - David HalpinNHS Improvement
Breakout 4.1 Finding the missing millions - David Halpin
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 3.5 ‘Dying for a fag’ The hypoxic patient actively smoking – case st...NHS Improvement
Breakout 3.5 ‘Dying for a fag’ The hypoxic patient actively smoking – case study - Sue Smith
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 3.4 Asthma and psychological problems - Mike ThomasNHS Improvement
Breakout 3.4 Asthma and psychological problems - Mike Thomas
Professor of Primary Care Research, University of Southampton
Chief Medical Advisor, Asthma UK
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 3.4 How to support the psychological needs of patients with COPD - K...NHS Improvement
Breakout 3.4 How to support the psychological needs of patients with COPD - Karen Heslop
Respiratory Nurse Consultant/NIHR Clinical Academic Research Fellow
RVI Newcastle upon Tyne
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 3.3 Achieving Excellence Across Primary & Secondary Care - Sarah Kea...NHS Improvement
Breakout 3.3 Achieving Excellence Across Primary & Secondary Care - Sarah Kearney
BLF Respiratory Nurse - Isle of Wight Respiratory Clinical Network
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 3.3 Pro-active management - Stephen GaduzoNHS Improvement
Breakout 3.3 Pro-active management - Stephen Gaduzo
GP, Stockport
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 3.2 Managing Multimorbidity in Practice - Dr Kevin Gruffydd-JonesNHS Improvement
Breakout 3.2 Managing Multimorbidity in Practice - Dr Kevin Gruffydd-Jones
Box Surgery Wilts
Member PCRS(UK)
Respiratory Lead RCGP
Member of NICE COPD
Guidelines Committee and
Asthma/COPD Clinical
Standards Committees
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 3.1 How to…… Diagnose earlier and accurately: spirometry and history...NHS Improvement
Breakout 3.1 How to…… Diagnose earlier and accurately: spirometry and history taking - Chris Loveridge
Respiratory Practice Nurse Spirometry Clinical Lead
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 2.5 Service improvement for everyone - Catherine BlackabyNHS Improvement
Breakout 2.5 Service improvement for everyone - Catherine Blackaby
National Improvement Lead
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 2.4 Making the system work for you:Using levers and drivers to deliv...NHS Improvement
Breakout 2.4 Making the system work for you:Using levers and drivers to deliver change
Lesley Kitchen Advancing Quality, Programme Director
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 2.3 Sue Nunn - A patient’s Experience NHS Improvement
Breakout 2.3 Sue Nunn - A patient’s Experience
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 2.2 Commissioning Quality Care: Tools to support the commissioning p...NHS Improvement
Breakout 2.2 Commissioning Quality Care: Tools to support the commissioning process - Stephen Callaghan:
Principal Consultant, EQE Health.
Associate Consultant, Hope Street Centre.
Visiting Lecturer, University of Chester.
ANP, A&E University Hospitals Aintree
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 2.1 OSA The patient’s perspective and 3rd sector view - Judy Harris ...NHS Improvement
Breakout 2.1 OSA The patient’s perspective and 3rd sector view - Judy Harris and Lucy Bramwell
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
It’s work is regulated by androgens which are responsible for male sex characteristics
Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
3. patientexperiencenetwork.org
#PENNA2015 #PatExp
Webinar content – 13th October 2015
Welcome and introduction
• Louise Blunt - PEN Launch of the Winning Principles and overarching
Framework
• Sue Lear - NHS Arden Commissioning Support Homeless Hospital Discharge
Programme
• Mary McKenna MBE - Captive Health Patient Connect and Staff Connect:
Innovation for the NHS
Questions
4. patientexperiencenetwork.org
#PENNA2015 #PatExp
Welcome to the UK’s leading awards event that recognises
Patient Experience excellence
Wednesday 11 March 2015
patientexperiencenetwork.org
PEN National Awards 2014
Re:thinking the experience
LET’S CELEBRATE A YEAR OF SUCCESS
5. patientexperiencenetwork.org
#PENNA2015 #PatExp
Intention and Outlook
• Passion and determination
• The most successful initiatives are driven by an individual or team with a
firm belief in what they are doing, and the need to invest time and
money to make it happen and bring about change.
• Broadening perspectives
• A key milestone for success is supporting and educating fellow
professionals to look beyond their own situations and embrace and
adapt work going on elsewhere.
• Keeping it simple
• Making initiatives easy for people to understand and adopt is crucial.
Clear communication, posting results and evidencing improvements
encourages engagement and continuation with projects.
6. patientexperiencenetwork.org
#PENNA2015 #PatExp
Organisational Support
• Culture
• Creating a culture where everyone is engaged in patient experience and
understands the role they have to play in improving it is vital to success.
All successful initiatives are delivered by teams, not individuals.
• Management
• Senior level support is often key to the success of a project. The best
results are seen where improving patient experience is encouraged and
prioritised by management.
• Leadership
• Clinical and senior management leadership, particularly in the form of
empowering staff to identify, develop and implement changes is key to
sustainable improvement.
7. patientexperiencenetwork.org
#PENNA2015 #PatExp
Evidence & Impact
• Financial impact
• It is clear that positive patient experience pays dividends, and our most
successful entries demonstrate how time and financial investment in
well thought out projects can yield an excellent return.
• Building professional relationships
• Working in partnership with teams within and outside your
organisation, as well as with volunteers and other groups is key to
ensuring ongoing success in spreading and embedding positive practice.
• Spread and sustainability
• Evidencing sustainability and transferability are key to success.
Demonstrating how initiatives have been or could be adapted provides
an opportunity to share and embed successful practices.
11. A vulnerable group of patients
Six times more likely to attend A&E
Four times more likely to be admitted to hospital
Stay in hospital three times longer
70% discharged without housing or care needs being
met
Clinicians don’t want to discharge back into
homelessness
Resulting in revolving door attendances
12. A partnership with the third sector
We embarked on a joint Homeless Hospital Discharge programme to
improve outcomes for homeless patients throughout Coventry and
Warwickshire.
Our combined objective was to design and implement a scheme which would:
• improve awareness and understanding of the needs of homeless people
• facilitate access to appropriate care
• broker relationships with other voluntary and local government organisations
• minimise the likelihood of re-attendance at A&E
• ensure patients weren’t discharged back into homelessness.
13. The navigator, broker approach
NAVIGATOR BROKER
Part of the hospital
discharge team
Community based
• Proactively identify
homeless patients
• Establish their
ongoing care needs
• Access to flexible
funds
• Housing support
and/or
accommodation
Working together, the navigators and brokers find out
what help is available and what barriers may need to be
addressed.
14. Delivering positive outcomes
Using the broker frees up clinical time
Earlier identification of homelessness
More efficient, quicker and better planned discharge
Less likelihood of readmission
Positive feedback from hospital staff
Holistic advice to patients on the full range of
support services available
Patients aren’t discharged back into homelessness
or without appropriate support
15. A sustainable solution
Training of NHS staff to improve awareness and
understanding of homeless individuals
The skills and knowledge have been embedded
within local hospital discharge teams
The navigator/broker model can be easily
replicated in other areas of high homelessness
Strong partnership working with third sector
organisations has been developed
16. "It has been really great here. I mean Kath really went out of her
way for me to begin with and now I’ve got my own key worker who
is continuing the process. And I think, I have to like thank the
hospital for that, for getting the right person for the job."
17. By providing this group of patients with the right
support we can achieve a huge impact on both their
health and social outcomes
In summary…
We have improved outcomes for over 150 people in
a vulnerable group of patients that get little specific
attention
The approach is sustainable – it embeds skills and
knowledge into discharge teams
22. Mary McKenna is a Non-Executive Director at
Captive Health.
In the 2014 New Year’s Honours Mary was awarded
the MBE for services to digital technology,
innovation and learning.
Andrew is a strategist with specialist expertise in
customer insight, performance and change.
He spent 10 years leading services through change
as a senior manager in the NHS and in Social Care
and now runs Captive Health.
23. Unlock savings by providing people with the information
they need to make better decisions.
24. Better information…
36% of patients with a long-term condition, over
5.5 million people, disagree that they were given
helpful information about their condition when
they were first diagnosed
21% of patients, representing over 3.2 million
people, disagree that they have enough
information to feel confident in discussing
decisions about their care with their doctor
29% of patients, over 4.4 million people, feel that
their views are not taken seriously by their doctor
25. Better Care…
Good information and clinicians’
ability to support this make up the
two pillars of the ‘House of Care’
The Five Year Forward View outlines three steps to empowering patients:
1. “Improve the information to which people have access – not only clinical advice, but also
information about their condition and history… including digital & technology strategies”
2. “Do more to support people to manage their own health – staying healthy, making informed
choices of treatment, managing conditions and avoiding complications”
3. “Increase the direct control patients have over care that is provided to them… making good
on the promise to give patients choice over where and how they receive care”
26. Better Outcomes…
Informed patients are better patients in
terms of clinical, quality of life and even
financial outcomes.
Better informed patients use services,
when needed, more effectively. They
tend to choose less invasive
interventions which are less expensive,
have fewer side effects and are often
safer.
They possess a higher level of self-
confidence, get healthier more quickly
with reduced anxiety, and have a higher
level of compliance with their (chosen)
treatments.
www.captivehealth.co.uk/knowledge
31. Wanless: A fully engaged
public will engender a £30bn
saving for the NHS.Reduced
costs
Patient
engagement
Listening to
patient
voice
Cultural and
behaviour
change
Culture of
engagement
Caring
environment
Clinicians who are alert to patient feedback have
greater awareness of their own performance and
are likely to deliver a higher quality of care.
32. A reduction in sickness absence
by 0.1% across the NHS could
save £34,941,722 - the full time
equivalent of 1,364 staff.
NHS organisations with higher levels
of employee engagement have higher
patient satisfaction.
Reduced
staff
turnover
Staff
engagement
Employee
wellbeing
Resilience
to change
Culture of
engagement
Caring
environment
33.
34. Five more Tuesdays, five more webinars…
http://www.captivehealth.co.uk/webinar-2015/
Amy Maclean, Head of Patient Experience, Birmingham Women’s
NHS FT
Jo Wood, Head of Organisational Development, the Ipswich Hospital
NHS Trust
Mark Duman, Founder, Patient Information Forum
Nigel Marriott, Chartered Statistician and Data Scientist, Royal
Statistical Society Fellow
Mary McKenna MBE, Social Entrepreneur and Non-Executive
Director at Captive Health