“The partnership I have with Intralign allows for tremendous time savings in the OR, which in turn allows me to increase my
procedure volume. Together, we are more efficient and able to provide the highest quality patient care,” says Dr. Matthew Couch.
NHS Improvement worked with clinical teams across health and social care to find examples of equality of treatment and outcome regardless of the day of the week.
This guide and case studies give examples ofservice delivery models that are being used across the NHS to deliver clinical services outside the standard working hours and across the weekend period, in many instances.
The service delivery models described respond to service, patient or carer demand and provide benefitsfor both patients,staff and carers. There are three emerging principlesthat could be used to categorise the models being adopted under the following headings:
1. Admission prevention
Servicesthat are designed to care for patientsin their usual place of residence during times of poor health or mental illness.
2. Early diagnosis and intervention
No delay sin assessment, diagnostics and treatment leading to an earlier diagnosis and intervention.
3. Early supported discharge
Patients returning home once they are able to be supported in their own home by services.
Project report on Time and motion study and OPD questionnaire survey.DR RITA SINGH
Association between waiting time and consultation time in Outpatient department and OPD pharmacy and OPD patient satisfaction: A time and motion study and OPD questionnaire Survey
We are all engaged in a hospital-wide a system of
patient flow or patient care. We are each part of the
whole. The emergency department is connected
to the ICU. The ICU is connected to the OR. The
discharge and discharge processes are connected
to our admission capabilities and capacity. It’s
like the “Dry Bones” song you learned as a child,
“The foot bone’s connected to the leg bone, the
leg bone’s connected to the knee bone, the knee
bone’s connected to the thigh bone” and so forth.
Overall flow, or “the system,” can only be improved
by applying several key strategic concepts to these
disparate but equal parts.
A dissertation report on analysis of patient satisfaction max polyclinic by ...Mohammed Yaser Hussain
Hospitals are increasingly becoming sensitive to the needs of the patients as will the community. It is no longer the sellers [providers] market. Except for the totally free service provided by the Government run hospitals and a few hospitals run by the civic hospitals.
According to Dona Bedian
“Patient satisfaction may be considered to be one of the desired outcomes of care, even on element of health status itself” and that “information about patient satisfaction should be as indispensable to assessment of quality as to the design and management of health care system.
During the recent years the use of patient satisfaction surveys has increased in health care industry due in part to the belief that perception of quality is an important factor in demand for services and that survey result may have significant effect on provider behaviour. According to Ware “patient satisfaction is a determinant of a healthcare provider or system. Use of services complaints and malpractice suits”.
Use of patient satisfaction survey as a tool for quality improvement has become extensive in almost all western countries. Most hospital have a system of obtaining routine feedback from all the discharge patients. The quality improvement task force of the joint commission of accreditation of the health care organization in USA is also encouraging hospitals to mandate surveys are conducted in private hospitals.
This presentation is from an AORN webinar that helps guide perioperative team members through the evidence appraisal and rating process using the AORN appraisal tools and evidence-rating model. The webinar replay is available for free at http://bit.ly/1i9r4En. Get the 2014 edition of Perioperative Standards and Recommended Practices at http://bit.ly/1bJmXAT.
Nurse led chest drain clinic: a study of change from national health system i...Abdulsalam Taha
Abstract:
Background and Objective: There are many nurse-led clinics now in UK, like Chest-Pain, Endoscopy and Bronchiectasis Clinics. Herein, we present the project of Nurse-led Chest Drain Clinic in Guy’s and St Thomas, s Hospital/ London. The aim is to analyze this change project.
Methods: A project of change was designed to set an outpatient clinic run by specialist clinical nurses for patients discharged home with an ambulatory chest drain system in situ. The project is observed and analyzed via interviews with the responsible nurses.
Results: The clinic was established in 2005, run by two Nurse Case Managers, 60 patients were seen in 2007 and the clinic remained well attended. Patients were happy to spend less time in hospital as they could stay safely with their families.
Conclusions: A safe at home management of long-term chest drains was provided by this nurse-led clinic.
Key Words: chest, drainage, nurse-led clinic.
Publication Date: Dec 2013
Publication Name: Middle East Journal of Nursing
view on www.me-jn.com
The patient handoff is a contemporaneous, interactive process of passing patient-specific information from one caregiver to another to ensure the continuity and safety of patient care. It is well recognized that the handoff is a point of vulnerability where valuable patient information can be distorted and omitted [1, 2]. A plethora of studies in the nursing literature have identified a variety of problems, including incomplete or inaccurate information [3-6], uneven quality [7], repeated interruptions and lack of anticipatory guidance [8]. Many reports have focused on characterizing the weaknesses with non-operative patient handovers, the use of handoff checklists and aviation safety models for specific groups of patients [1,5,9], and the pre- and post-implementation comparisons. [10-12] However, few studies have focused on prospective cohort studies validating and testing patient information management systems such as smart-templates in the setting of handover quality. [10]
Electronic templates containing patient information help to standardize the type of information conveyed during interactions, discourages ambiguous findings,[13] improves provider satisfaction and improves continuity of care.[14] Within the department, we developed the transfer template (T2) to address the issues in provider workflow and efficiency. With the press of a button, the T2 template automatically extracts live information from the anesthetic record, pertinent fields from the PAC note and laboratory values from IView, and provides a concise output of these relevant details.
Credentialing refers to the process of collection and verification of the evidences of credentials of a doctor who is to be given the responsibility of
treating patients in the hospital. The process
ensures the authenticity of the details provided
by the healthcare practitioner or doctor.
Intralign measures and monitors SFA impact and OR efficiency through our OR Optimization Report. Intralign’s OR Optimization Program combines Intralign’s unique offerings of clinical and operational tools to optimize the episode of care.
NHS Improvement worked with clinical teams across health and social care to find examples of equality of treatment and outcome regardless of the day of the week.
This guide and case studies give examples ofservice delivery models that are being used across the NHS to deliver clinical services outside the standard working hours and across the weekend period, in many instances.
The service delivery models described respond to service, patient or carer demand and provide benefitsfor both patients,staff and carers. There are three emerging principlesthat could be used to categorise the models being adopted under the following headings:
1. Admission prevention
Servicesthat are designed to care for patientsin their usual place of residence during times of poor health or mental illness.
2. Early diagnosis and intervention
No delay sin assessment, diagnostics and treatment leading to an earlier diagnosis and intervention.
3. Early supported discharge
Patients returning home once they are able to be supported in their own home by services.
Project report on Time and motion study and OPD questionnaire survey.DR RITA SINGH
Association between waiting time and consultation time in Outpatient department and OPD pharmacy and OPD patient satisfaction: A time and motion study and OPD questionnaire Survey
We are all engaged in a hospital-wide a system of
patient flow or patient care. We are each part of the
whole. The emergency department is connected
to the ICU. The ICU is connected to the OR. The
discharge and discharge processes are connected
to our admission capabilities and capacity. It’s
like the “Dry Bones” song you learned as a child,
“The foot bone’s connected to the leg bone, the
leg bone’s connected to the knee bone, the knee
bone’s connected to the thigh bone” and so forth.
Overall flow, or “the system,” can only be improved
by applying several key strategic concepts to these
disparate but equal parts.
A dissertation report on analysis of patient satisfaction max polyclinic by ...Mohammed Yaser Hussain
Hospitals are increasingly becoming sensitive to the needs of the patients as will the community. It is no longer the sellers [providers] market. Except for the totally free service provided by the Government run hospitals and a few hospitals run by the civic hospitals.
According to Dona Bedian
“Patient satisfaction may be considered to be one of the desired outcomes of care, even on element of health status itself” and that “information about patient satisfaction should be as indispensable to assessment of quality as to the design and management of health care system.
During the recent years the use of patient satisfaction surveys has increased in health care industry due in part to the belief that perception of quality is an important factor in demand for services and that survey result may have significant effect on provider behaviour. According to Ware “patient satisfaction is a determinant of a healthcare provider or system. Use of services complaints and malpractice suits”.
Use of patient satisfaction survey as a tool for quality improvement has become extensive in almost all western countries. Most hospital have a system of obtaining routine feedback from all the discharge patients. The quality improvement task force of the joint commission of accreditation of the health care organization in USA is also encouraging hospitals to mandate surveys are conducted in private hospitals.
This presentation is from an AORN webinar that helps guide perioperative team members through the evidence appraisal and rating process using the AORN appraisal tools and evidence-rating model. The webinar replay is available for free at http://bit.ly/1i9r4En. Get the 2014 edition of Perioperative Standards and Recommended Practices at http://bit.ly/1bJmXAT.
Nurse led chest drain clinic: a study of change from national health system i...Abdulsalam Taha
Abstract:
Background and Objective: There are many nurse-led clinics now in UK, like Chest-Pain, Endoscopy and Bronchiectasis Clinics. Herein, we present the project of Nurse-led Chest Drain Clinic in Guy’s and St Thomas, s Hospital/ London. The aim is to analyze this change project.
Methods: A project of change was designed to set an outpatient clinic run by specialist clinical nurses for patients discharged home with an ambulatory chest drain system in situ. The project is observed and analyzed via interviews with the responsible nurses.
Results: The clinic was established in 2005, run by two Nurse Case Managers, 60 patients were seen in 2007 and the clinic remained well attended. Patients were happy to spend less time in hospital as they could stay safely with their families.
Conclusions: A safe at home management of long-term chest drains was provided by this nurse-led clinic.
Key Words: chest, drainage, nurse-led clinic.
Publication Date: Dec 2013
Publication Name: Middle East Journal of Nursing
view on www.me-jn.com
The patient handoff is a contemporaneous, interactive process of passing patient-specific information from one caregiver to another to ensure the continuity and safety of patient care. It is well recognized that the handoff is a point of vulnerability where valuable patient information can be distorted and omitted [1, 2]. A plethora of studies in the nursing literature have identified a variety of problems, including incomplete or inaccurate information [3-6], uneven quality [7], repeated interruptions and lack of anticipatory guidance [8]. Many reports have focused on characterizing the weaknesses with non-operative patient handovers, the use of handoff checklists and aviation safety models for specific groups of patients [1,5,9], and the pre- and post-implementation comparisons. [10-12] However, few studies have focused on prospective cohort studies validating and testing patient information management systems such as smart-templates in the setting of handover quality. [10]
Electronic templates containing patient information help to standardize the type of information conveyed during interactions, discourages ambiguous findings,[13] improves provider satisfaction and improves continuity of care.[14] Within the department, we developed the transfer template (T2) to address the issues in provider workflow and efficiency. With the press of a button, the T2 template automatically extracts live information from the anesthetic record, pertinent fields from the PAC note and laboratory values from IView, and provides a concise output of these relevant details.
Credentialing refers to the process of collection and verification of the evidences of credentials of a doctor who is to be given the responsibility of
treating patients in the hospital. The process
ensures the authenticity of the details provided
by the healthcare practitioner or doctor.
Intralign measures and monitors SFA impact and OR efficiency through our OR Optimization Report. Intralign’s OR Optimization Program combines Intralign’s unique offerings of clinical and operational tools to optimize the episode of care.
: Intralign’s Rep-less Program empowers providers to successfully navigate healthcare reform through better control of the episode of care – which includes reducing the influence of the sales rep.
HFMA Article: 5 Signs That You Can Reduce Staffing Costs and Boost Nurse Sati...Block & Tackle Marketing
See how three Care Logistics hospitals are increasing efficiency in care delivery to improve healthcare quality and nurse morale while reducing costs from overtime, agency use, and turnover. By Care Logistics CFO Samantha Platzke.
Intralign’s Total Joint Arthroplasty (TJA) Service Line Performance Solution aligns control across the TJA episode of care, reducing inefficiencies while improving quality of care.
Intralign’s core programs are defined pathways that include the hands-on tools and services that empower providers to gain better control of the episode of care and successfully navigate the challenges of healthcare reform.
Intralign scheduling experts leverage your hospital’s physical OR space and help your team focus on activities that directly promote a high-performing OR. The 3 Keys to the Intralign OR Scheduling & Block Utilization Program are Review Current State, Design Optimal Schedule and Implement, Test & Manage.
Are you navigating through the new CCJR Payment Model? Let Intralign help your facility with our CCJR infographic detailing what CCJR is and how to prepare.
CHAPTER 1 SEMESTER V - ROLE OF PEADIATRIC NURSE.pdfSachin Sharma
Pediatric nurses play a vital role in the health and well-being of children. Their responsibilities are wide-ranging, and their objectives can be categorized into several key areas:
1. Direct Patient Care:
Objective: Provide comprehensive and compassionate care to infants, children, and adolescents in various healthcare settings (hospitals, clinics, etc.).
This includes tasks like:
Monitoring vital signs and physical condition.
Administering medications and treatments.
Performing procedures as directed by doctors.
Assisting with daily living activities (bathing, feeding).
Providing emotional support and pain management.
2. Health Promotion and Education:
Objective: Promote healthy behaviors and educate children, families, and communities about preventive healthcare.
This includes tasks like:
Administering vaccinations.
Providing education on nutrition, hygiene, and development.
Offering breastfeeding and childbirth support.
Counseling families on safety and injury prevention.
3. Collaboration and Advocacy:
Objective: Collaborate effectively with doctors, social workers, therapists, and other healthcare professionals to ensure coordinated care for children.
Objective: Advocate for the rights and best interests of their patients, especially when children cannot speak for themselves.
This includes tasks like:
Communicating effectively with healthcare teams.
Identifying and addressing potential risks to child welfare.
Educating families about their child's condition and treatment options.
4. Professional Development and Research:
Objective: Stay up-to-date on the latest advancements in pediatric healthcare through continuing education and research.
Objective: Contribute to improving the quality of care for children by participating in research initiatives.
This includes tasks like:
Attending workshops and conferences on pediatric nursing.
Participating in clinical trials related to child health.
Implementing evidence-based practices into their daily routines.
By fulfilling these objectives, pediatric nurses play a crucial role in ensuring the optimal health and well-being of children throughout all stages of their development.
Leading the Way in Nephrology: Dr. David Greene's Work with Stem Cells for Ki...Dr. David Greene Arizona
As we watch Dr. Greene's continued efforts and research in Arizona, it's clear that stem cell therapy holds a promising key to unlocking new doors in the treatment of kidney disease. With each study and trial, we step closer to a world where kidney disease is no longer a life sentence but a treatable condition, thanks to pioneers like Dr. David Greene.
One of the most developed cities of India, the city of Chennai is the capital of Tamilnadu and many people from different parts of India come here to earn their bread and butter. Being a metropolitan, the city is filled with towering building and beaches but the sad part as with almost every Indian city
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
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.
Telehealth Psychology Building Trust with Clients.pptxThe Harvest Clinic
Telehealth psychology is a digital approach that offers psychological services and mental health care to clients remotely, using technologies like video conferencing, phone calls, text messaging, and mobile apps for communication.
Welcome to Secret Tantric, London’s finest VIP Massage agency. Since we first opened our doors, we have provided the ultimate erotic massage experience to innumerable clients, each one searching for the very best sensual massage in London. We come by this reputation honestly with a dynamic team of the city’s most beautiful masseuses.
1. Building the successful surgical practice: leveraging
high-quality Surgical First Assistants
INTRA-OPERATIVE SUPPORT CASE STUDY
Overview
Pinellas Surgical Associates is comprised of three board-certi-
fied surgeons who specialize in general surgery. Their mission
is to provide their patients with the highest quality surgical care,
taking a team-centric approach to enhancing clinical outcomes.
With the changing realities of healthcare, Pinellas Surgical As-
sociates depends on the trusted clinical partnership with Intra-
lign to deliver superior surgical services, while increasing the
efficiency of care delivery.
Pinellas Surgical Associates
Physician
Surgical
Specialty
2014 Procedure
Volume
Matthew H. Couch, MD General Surgery 276
Albert Li, MD General Surgery 387
Nagella Ravindra, MD General Surgery 47
“The partnership I have with Intralign allows
for tremendous time savings in the OR,
which in turn allows me to increase my
procedure volume. Together, we are more
efficient and able to provide the highest
quality patient care.”
Dr. Matthew Couch, MD
Changing healthcare realities is modifying the way surgical practices are approaching the
overall delivery of patient care. Pinellas Surgical Associates, based in Pinellas, FL, is increasing
surgical efficiency by integrating highly qualified Surgical First Assistants (SFAs) into their
surgical care team. This empowers the physicians at Pinellas Surgical Associates to treat
more patients in less time without compromising quality.
2. 6900 E Camelback Rd, Suite 860 Scottsdale, AZ 85251 www.intralign.com 602.773.5806
Since 2003, Pinellas Surgical Associates has steadily increased
its partnership with Intralign to meet these demands, and cur-
rently utilizes Intralign in over 95% of their surgical cases. The
integration of Intralign’s experienced surgical professionals
into the surgical team has allowed Pinellas Surgical Associates
to extend its surgical competencies while maximizing proce-
dure volume potential and ensuring delivery of top quality care.
“The partnership I have with Intralign allows for tremendous
time savings in the OR, which in turn allows me to increase my
procedure volume. Together, we are more efficient and able
to provide the highest quality patient care,” says Dr. Matthew
Couch.
Specialized Training
One of the issues facing Pinellas Surgical Associates was the
varying level of qualified clinical support in the marketplace,
which compromised their ability to control quality and deliv-
er consistent care. Due to the shorter training requirements of
Certified Surgical Assistants (CSAs and SA-Cs), and Medicare’s
failure to recognize this group as approved healthcare provid-
ers, Pinellas Surgical Associates decided to partner with Intra-
lign, an employer of top-quality Surgical First Assistants who
receive advanced academic degrees (MDs, DOs, PA-C, NPs
and RNFAs) and enhanced clinical and operational training
through Intralign Academy. “Intralign SFAs are experienced to
the point that I feel like I am operating with another surgeon.
With an extra pair of skilled hands that I don’t see the hospital
providing, I use Intralign exclusively,” says Dr. Albert Li.
With each Intralign SFA averaging up to 1,700 hours of surgery
time per year across a variety of specialties, Pinellas Surgical
Associates is able to leverage Intralign’s advanced surgical ex-
pertise to increase procedural consistency, ultimately allowing
them to focus their skills and time on more complex surgical
interventions.
Enhanced Surgical Efficiency
With the expansion of healthcare coverage due to the Afford-
able Care Act, coupled with a rapidly aging population, surgi-
cal groups such as Pinellas Surgical Associates must protect
diminishing margin levels while delivering top quality surgical
care at a higher volume.
In 2014 Pinellas Surgical Associates performed 663 surgical cas-
es with Intralign at an average of 1.39 hours per case, roughly
40% faster than the national surgeon hourly average (surgeons
that did not utilize a Surgical First Assistant averaged roughly
2.3 hours for comparable type surgeries). “Not only do they
help the OR staff get the patient ready but they save me time,
perhaps even up to an hour with a big laparotomy case,” says
Dr. Albert Li. “Once the fascia is closed they help get the pa-
tient ready at the end, [at which point] I can be in another room
operating. So it saves me a tremendous amount of time and
makes everything more efficient.”
Pinellas Surgical Associates Average Surgery Time
with Intralign Surgical First Assistant (SFA), Com-
pared to National Surgical Average without SFA:
*Time savings data is based on surgery time for HCPCS codes related to procedure area
and derived from adding specific intra-operative activities that research has shown to pro-
duce reduced surgery time when taken over by SFA. Minute savings are from review of
Intralign/Pinellas Surgical Associates 663 cases conducted in 2014.
Conclusion
Building a successful surgical practice in today’s challenging
healthcare landscape requires leveraging expert partnerships
to be able to do more with less. Pinellas Surgical Associates
maintains a strong competitive advantage by expanding its
surgical care teams to include specialized, advanced clinical
partners provided by firms such as Intralign. By partnering with
Intralign Surgical First Assistants, Pinellas Surgical Associates is
able to increase efficiencies across the board while delivering
superior surgical quality.
0
0.5
1.0
1.5
2.0
2.5
Pinellas Surgical Associates hourly average while using Intralign SFA*
National surgeon average without SFA
Average Surgery Time Per Case
2.30
1.39
![6900 E Camelback Rd, Suite 860 Scottsdale, AZ 85251 www.intralign.com 602.773.5806
Since 2003, Pinellas Surgical Associates has steadily increased
its partnership with Intralign to meet these demands, and cur-
rently utilizes Intralign in over 95% of their surgical cases. The
integration of Intralign’s experienced surgical professionals
into the surgical team has allowed Pinellas Surgical Associates
to extend its surgical competencies while maximizing proce-
dure volume potential and ensuring delivery of top quality care.
“The partnership I have with Intralign allows for tremendous
time savings in the OR, which in turn allows me to increase my
procedure volume. Together, we are more efficient and able
to provide the highest quality patient care,” says Dr. Matthew
Couch.
Specialized Training
One of the issues facing Pinellas Surgical Associates was the
varying level of qualified clinical support in the marketplace,
which compromised their ability to control quality and deliv-
er consistent care. Due to the shorter training requirements of
Certified Surgical Assistants (CSAs and SA-Cs), and Medicare’s
failure to recognize this group as approved healthcare provid-
ers, Pinellas Surgical Associates decided to partner with Intra-
lign, an employer of top-quality Surgical First Assistants who
receive advanced academic degrees (MDs, DOs, PA-C, NPs
and RNFAs) and enhanced clinical and operational training
through Intralign Academy. “Intralign SFAs are experienced to
the point that I feel like I am operating with another surgeon.
With an extra pair of skilled hands that I don’t see the hospital
providing, I use Intralign exclusively,” says Dr. Albert Li.
With each Intralign SFA averaging up to 1,700 hours of surgery
time per year across a variety of specialties, Pinellas Surgical
Associates is able to leverage Intralign’s advanced surgical ex-
pertise to increase procedural consistency, ultimately allowing
them to focus their skills and time on more complex surgical
interventions.
Enhanced Surgical Efficiency
With the expansion of healthcare coverage due to the Afford-
able Care Act, coupled with a rapidly aging population, surgi-
cal groups such as Pinellas Surgical Associates must protect
diminishing margin levels while delivering top quality surgical
care at a higher volume.
In 2014 Pinellas Surgical Associates performed 663 surgical cas-
es with Intralign at an average of 1.39 hours per case, roughly
40% faster than the national surgeon hourly average (surgeons
that did not utilize a Surgical First Assistant averaged roughly
2.3 hours for comparable type surgeries). “Not only do they
help the OR staff get the patient ready but they save me time,
perhaps even up to an hour with a big laparotomy case,” says
Dr. Albert Li. “Once the fascia is closed they help get the pa-
tient ready at the end, [at which point] I can be in another room
operating. So it saves me a tremendous amount of time and
makes everything more efficient.”
Pinellas Surgical Associates Average Surgery Time
with Intralign Surgical First Assistant (SFA), Com-
pared to National Surgical Average without SFA:
*Time savings data is based on surgery time for HCPCS codes related to procedure area
and derived from adding specific intra-operative activities that research has shown to pro-
duce reduced surgery time when taken over by SFA. Minute savings are from review of
Intralign/Pinellas Surgical Associates 663 cases conducted in 2014.
Conclusion
Building a successful surgical practice in today’s challenging
healthcare landscape requires leveraging expert partnerships
to be able to do more with less. Pinellas Surgical Associates
maintains a strong competitive advantage by expanding its
surgical care teams to include specialized, advanced clinical
partners provided by firms such as Intralign. By partnering with
Intralign Surgical First Assistants, Pinellas Surgical Associates is
able to increase efficiencies across the board while delivering
superior surgical quality.
0
0.5
1.0
1.5
2.0
2.5
Pinellas Surgical Associates hourly average while using Intralign SFA*
National surgeon average without SFA
Average Surgery Time Per Case
2.30
1.39](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)