Team Health Overview Danielle Byers & Rob Wilkinsbyersd
This document summarizes a consultation forum aimed at improving team-based care through clinical education programs. The forum's goals are to consult on ways to better prepare graduates for collaborative practice and identify opportunities to foster teamwork. Improving collaboration is intended to benefit staff experience and retention as well as patient safety, satisfaction and outcomes. The document discusses concepts of interprofessional education and practice and cites evidence that team-based care improves quality. It outlines Team Health's model and partnerships to coordinate training across sectors to develop collaborative competencies through multi-faceted strategies including online learning and clinical placements.
Candace Imison, Director of Healthcare Systems at the Nuffield Trust, presents on how we need the right workforce to transform the delivery system in healthcare.
This document defines primary care and discusses opportunities in the field. It summarizes that primary care aims to provide accessible, integrated healthcare through partnerships with patients. It then discusses how primary care is being transformed through new models like the patient-centered medical home. The document introduces innovators reinventing primary care and encourages the reader to envision a role in this changing field, which faces challenges but opportunities to improve quality and lower costs.
Sharing the Learning from Innovation in Mental Health PracticeNHSScotlandEvent
Mental health practice has a long history of person‐centred care approaches and recent initiatives and material have further developed this focus. This session will highlight what impact these initiatives have had..
The document discusses collaboration in nursing. It begins by noting the increasing complexity of healthcare issues and need for collaboration. It then defines collaboration as working together through communication, information sharing, coordination and cooperation. The document outlines several objectives and needs for collaboration in healthcare, including providing client-centered care and improving outcomes. It also discusses some issues that can impact collaboration among nurses, such as staffing shortages and mandatory overtime.
Inter-professional education and collaborative practice- A guide to impliment...minu deshpande
This document provides guidance on implementing inter-professional education (IPE) programs in dental schools. It discusses the background and increasing focus on IPE, including key reports and standards from dental education organizations. Core concepts of IPE like interprofessional collaborative practice and key competencies for IPE like roles/responsibilities, communication, and conflict management are explained. Examples of IPE areas of collaboration involving dentistry are presented, such as medical emergencies, common medical conditions, and oral-systemic health connections. Approaches to IPE clinical experiences and examples from a dental college in India are shared. Teaching-learning methods for IPE including formal/informal, didactic, simulation/clinical based, and special techniques like
Royal Brompton Hospital- Improving the hospital to home parent and family exp...RuthEvansPEN
The document discusses improving communication and the family experience for children requiring long-term ventilation via tracheostomy. It describes using Experience Based Co-Design (EBCD), an adapted approach involving semi-structured interviews and feedback sessions with families and professionals, to identify areas for improvement. Key changes implemented based on this include improved communication materials, dedicated family key workers, expanded multi-disciplinary team meetings, and increased non-medical support. The approach showed that involving users in evaluating services requires adaptability and technology can allow all voices to be heard to continuously improve care.
Team Health Overview Danielle Byers & Rob Wilkinsbyersd
This document summarizes a consultation forum aimed at improving team-based care through clinical education programs. The forum's goals are to consult on ways to better prepare graduates for collaborative practice and identify opportunities to foster teamwork. Improving collaboration is intended to benefit staff experience and retention as well as patient safety, satisfaction and outcomes. The document discusses concepts of interprofessional education and practice and cites evidence that team-based care improves quality. It outlines Team Health's model and partnerships to coordinate training across sectors to develop collaborative competencies through multi-faceted strategies including online learning and clinical placements.
Candace Imison, Director of Healthcare Systems at the Nuffield Trust, presents on how we need the right workforce to transform the delivery system in healthcare.
This document defines primary care and discusses opportunities in the field. It summarizes that primary care aims to provide accessible, integrated healthcare through partnerships with patients. It then discusses how primary care is being transformed through new models like the patient-centered medical home. The document introduces innovators reinventing primary care and encourages the reader to envision a role in this changing field, which faces challenges but opportunities to improve quality and lower costs.
Sharing the Learning from Innovation in Mental Health PracticeNHSScotlandEvent
Mental health practice has a long history of person‐centred care approaches and recent initiatives and material have further developed this focus. This session will highlight what impact these initiatives have had..
The document discusses collaboration in nursing. It begins by noting the increasing complexity of healthcare issues and need for collaboration. It then defines collaboration as working together through communication, information sharing, coordination and cooperation. The document outlines several objectives and needs for collaboration in healthcare, including providing client-centered care and improving outcomes. It also discusses some issues that can impact collaboration among nurses, such as staffing shortages and mandatory overtime.
Inter-professional education and collaborative practice- A guide to impliment...minu deshpande
This document provides guidance on implementing inter-professional education (IPE) programs in dental schools. It discusses the background and increasing focus on IPE, including key reports and standards from dental education organizations. Core concepts of IPE like interprofessional collaborative practice and key competencies for IPE like roles/responsibilities, communication, and conflict management are explained. Examples of IPE areas of collaboration involving dentistry are presented, such as medical emergencies, common medical conditions, and oral-systemic health connections. Approaches to IPE clinical experiences and examples from a dental college in India are shared. Teaching-learning methods for IPE including formal/informal, didactic, simulation/clinical based, and special techniques like
Royal Brompton Hospital- Improving the hospital to home parent and family exp...RuthEvansPEN
The document discusses improving communication and the family experience for children requiring long-term ventilation via tracheostomy. It describes using Experience Based Co-Design (EBCD), an adapted approach involving semi-structured interviews and feedback sessions with families and professionals, to identify areas for improvement. Key changes implemented based on this include improved communication materials, dedicated family key workers, expanded multi-disciplinary team meetings, and increased non-medical support. The approach showed that involving users in evaluating services requires adaptability and technology can allow all voices to be heard to continuously improve care.
Steve Laitner on integrated care - innovations in the UKThe King's Fund
Dr Steve Laitner, GP and Associate Medical Director of NHS East of England, discusses integrated care innovations in the UK with a focus on pathway hubs.
This document discusses the links between interprofessional health care education and health literacy. It defines health literacy as the balance between a person's literacy and communication skills compared to the demands of health materials and systems. Interprofessional education involves students from two or more professions learning from and with each other to improve collaboration and health outcomes. The document provides examples of how interprofessional education can help empower patients, create more effective healthcare services, and produce professionals who provide patient-centered care. It also describes examples of interprofessional collaboration programs that aim to improve health literacy.
Chris Ham on making integrated care happen at scale and paceThe King's Fund
Chris Ham, Chief Executive at The King’s Fund, highlights the 16 lessons needed to make a reality of integrated care, drawing on work by the Fund and others to provide examples of good practice.
The document discusses interprofessional education (IPE) and collaborative practice (IPCP) in family medicine. It defines IPE as students from different professions learning together to enable effective collaboration and improve health outcomes. IPCP is defined as multiple healthcare workers from different backgrounds working as a team with patients, families, and communities to provide the highest quality care. The document advocates for IPE and IPCP, arguing it can improve mutual respect between professions, knowledge sharing, decision-making, and ultimately lead to better patient care through a more coordinated healthcare system.
This document discusses interprofessional practice and collaboration in healthcare. It defines interprofessional practice as multiple healthcare workers from different backgrounds working together to provide comprehensive patient care. Interprofessional collaboration is described as developing effective working relationships between professionals and with patients to enable optimal health outcomes. The document outlines some core competencies for interprofessional practice, including roles and responsibilities, values and ethics, communication, and teamwork. It provides evidence that team-based care can improve outcomes like continuity of care and patient satisfaction.
This document provides information on interprofessional education (IPE), including definitions, core competencies, rationale, implementation strategies, and tools. It defines IPE as occurring when two or more professions learn about, from and with each other to improve collaboration and quality of care. The document outlines the core IPE competencies of roles/responsibilities, values/ethics, communication, and teamwork. It emphasizes that change is difficult but can be achieved through forming inclusive coalitions, attaining clear goals, and building on small successes. A variety of teaching methods are presented, including case conferences, shadowing, and interprofessional research.
Improving Access to Oral Health Care for Vulnerable People living in Canadasaskohc
This document summarizes a report by a Canadian panel that evaluated access to oral healthcare for vulnerable groups. The panel found that vulnerable groups have the highest oral health issues but lowest access to care. The current public and private systems do not effectively provide reasonable access to care for all vulnerable Canadians. The panel recommends developing evidence-based standards of care, planning personnel and delivery systems to provide this care across diverse settings, financing necessary resources, and monitoring outcomes to improve access for all Canadians.
Conscious Instruction: Awareness, Restoration & Growth in Knowledge Transfer(FMI email CECE@UNE.EDU)
Global Forum on Innovation in Health Professions Education
The National Academy of Sciences, Engineering, and Medicine
To view the case study: https://youtu.be/mVjii51ODzk
Shelley Cohen Konrad, Ph.D., L.C.S.W., F.N.A.P.
Director, School of Social Work Director, Center for Excellence in Collaborative Education Professor, School of Social Work
Karen T. Pardue, Ph.D., M.S., RN, CNE, ANEF
Dean, Westbrook College of Health Professions Professor, School of Nursing and Population Health Interim Director, Nutrition
Chat Moderator
Kris Hall, MFA
Program Manager, Center for Excellence in Collaborative Education
August 2020
This presentation addresses Step 3: "Train New Recruits & Current Faculty to be Effective Educators"
Professional power in healthcare comes from legal authority, regulations, codes of conduct, experience, and organizational roles. It gives professionals the capacity and expertise to achieve organizational goals through mobilizing resources and making decisions within their clinical specialties. While medicine has traditionally been the most powerful profession, collaborative teams aim to empower all professionals by sharing power and decision-making authority based on knowledge and the needs of patients. Differentials in power between professions still exist but effective collaboration requires acknowledging, recognizing, and resolving power imbalances.
Communication is essential in healthcare settings. Effective communication requires properly transferring information from the sender to the receiver. Barriers to communication in healthcare include language barriers, distractions, varying communication styles, and shift changes. Lack of communication can cause medical errors and adverse patient outcomes. Standardized communication tools like SBAR, call-outs, check-backs, and handoffs can improve information exchange between healthcare team members. These tools provide structured frameworks for communicating critical patient information, especially during care transitions.
Presentation on UDHC for UC Tertiary Engagement Summit (Draft Slides)Dr Arindam Basu
Set of slide decks for the UDHC related presentation at the University of Canterbury Tertiary Engagement Summit where the purpose of discussion is to share ideas how students and trainees in tertiary education can engage with the community to bring about real world change. I chose to focus on UDHC and the excellent work the project has brought about.
This document provides a blueprint for implementing interprofessional care in Ontario. It outlines the context, including demands on the healthcare system that necessitate new collaborative models of care. The blueprint was developed through extensive consultation with healthcare and education leaders. It presents 4 key recommendations to advance interprofessional care through actions like preparing current and future caregivers via interprofessional education, and supporting organizational structures, regulations, and policies that enable collaborative team-based care. The goal is to provide guidance to transform the healthcare system through system-wide adoption of interprofessional care.
Community Anticipatory Care Planning Nursing TeamRobert Sanders
Anticipatory Care Planning: Time To Make It Happen - Community Anticipatory Care Planning Nursing Team Fiona Drysdale (ACP Team Lead - NHS Forth Valley)
This document discusses the ethical, legal and economic foundations of patient education. It defines key ethical principles like autonomy, beneficence and justice. It also outlines the evolution of ethics in healthcare, from charitable immunity to the 1914 Cardozo decision establishing patients' rights to informed consent and self-determination. Government regulations and professional standards aim to protect patients' rights while ensuring quality care. The document also addresses the legal requirements and financial considerations of patient education, highlighting the need for cost-effective programs and the potential for cost savings through improved outcomes.
This document discusses the paradigm shift in the nursing profession due to COVID-19. It outlines nurses' key contributions during the pandemic, such as providing health education and screening, preventing infections, and caring for COVID-19 patients. The document also describes the challenges nurses faced, including shortages of PPE and concerns for safety. Post-COVID, the document predicts a paradigm shift for clinical nursing, including more telehealth, home care, expanded nursing skills, and a focus on community and public health over individual care.
- The document introduces CETI (Clinical Education and Training Institute), a new organization established to provide leadership in clinical education and training in NSW.
- CETI has absorbed the NSW Institute of Medical Education and Training (IMET) and the NSW Institute of Rural Clinical Services and Teaching (IRCST) into its Medical and Rural Divisions.
- CETI's key priorities are to address challenges from increasing medical graduate numbers, develop interprofessional team training, and adopt common learning platforms.
This Hospital Skills Program (HSP) module has been developed to support the professional development of doctors working in a hospital generalist role in NSW hospitals.
Doctors participating in the HSP will have at least two years of clinical postgraduate experience and not be currently participating in a specialist vocational training program.
This HSP module has been developed by CETI on behalf of NSW Health as part of the Hospital Skills Program for generalist doctors. It aims to guide doctors, their employers and educators with regard to learning and professional development needs, workplace responsibilities and clinical tasks.
This module is one of several that have been developed by CETI to support the implementation of the HSP.
Steve Laitner on integrated care - innovations in the UKThe King's Fund
Dr Steve Laitner, GP and Associate Medical Director of NHS East of England, discusses integrated care innovations in the UK with a focus on pathway hubs.
This document discusses the links between interprofessional health care education and health literacy. It defines health literacy as the balance between a person's literacy and communication skills compared to the demands of health materials and systems. Interprofessional education involves students from two or more professions learning from and with each other to improve collaboration and health outcomes. The document provides examples of how interprofessional education can help empower patients, create more effective healthcare services, and produce professionals who provide patient-centered care. It also describes examples of interprofessional collaboration programs that aim to improve health literacy.
Chris Ham on making integrated care happen at scale and paceThe King's Fund
Chris Ham, Chief Executive at The King’s Fund, highlights the 16 lessons needed to make a reality of integrated care, drawing on work by the Fund and others to provide examples of good practice.
The document discusses interprofessional education (IPE) and collaborative practice (IPCP) in family medicine. It defines IPE as students from different professions learning together to enable effective collaboration and improve health outcomes. IPCP is defined as multiple healthcare workers from different backgrounds working as a team with patients, families, and communities to provide the highest quality care. The document advocates for IPE and IPCP, arguing it can improve mutual respect between professions, knowledge sharing, decision-making, and ultimately lead to better patient care through a more coordinated healthcare system.
This document discusses interprofessional practice and collaboration in healthcare. It defines interprofessional practice as multiple healthcare workers from different backgrounds working together to provide comprehensive patient care. Interprofessional collaboration is described as developing effective working relationships between professionals and with patients to enable optimal health outcomes. The document outlines some core competencies for interprofessional practice, including roles and responsibilities, values and ethics, communication, and teamwork. It provides evidence that team-based care can improve outcomes like continuity of care and patient satisfaction.
This document provides information on interprofessional education (IPE), including definitions, core competencies, rationale, implementation strategies, and tools. It defines IPE as occurring when two or more professions learn about, from and with each other to improve collaboration and quality of care. The document outlines the core IPE competencies of roles/responsibilities, values/ethics, communication, and teamwork. It emphasizes that change is difficult but can be achieved through forming inclusive coalitions, attaining clear goals, and building on small successes. A variety of teaching methods are presented, including case conferences, shadowing, and interprofessional research.
Improving Access to Oral Health Care for Vulnerable People living in Canadasaskohc
This document summarizes a report by a Canadian panel that evaluated access to oral healthcare for vulnerable groups. The panel found that vulnerable groups have the highest oral health issues but lowest access to care. The current public and private systems do not effectively provide reasonable access to care for all vulnerable Canadians. The panel recommends developing evidence-based standards of care, planning personnel and delivery systems to provide this care across diverse settings, financing necessary resources, and monitoring outcomes to improve access for all Canadians.
Conscious Instruction: Awareness, Restoration & Growth in Knowledge Transfer(FMI email CECE@UNE.EDU)
Global Forum on Innovation in Health Professions Education
The National Academy of Sciences, Engineering, and Medicine
To view the case study: https://youtu.be/mVjii51ODzk
Shelley Cohen Konrad, Ph.D., L.C.S.W., F.N.A.P.
Director, School of Social Work Director, Center for Excellence in Collaborative Education Professor, School of Social Work
Karen T. Pardue, Ph.D., M.S., RN, CNE, ANEF
Dean, Westbrook College of Health Professions Professor, School of Nursing and Population Health Interim Director, Nutrition
Chat Moderator
Kris Hall, MFA
Program Manager, Center for Excellence in Collaborative Education
August 2020
This presentation addresses Step 3: "Train New Recruits & Current Faculty to be Effective Educators"
Professional power in healthcare comes from legal authority, regulations, codes of conduct, experience, and organizational roles. It gives professionals the capacity and expertise to achieve organizational goals through mobilizing resources and making decisions within their clinical specialties. While medicine has traditionally been the most powerful profession, collaborative teams aim to empower all professionals by sharing power and decision-making authority based on knowledge and the needs of patients. Differentials in power between professions still exist but effective collaboration requires acknowledging, recognizing, and resolving power imbalances.
Communication is essential in healthcare settings. Effective communication requires properly transferring information from the sender to the receiver. Barriers to communication in healthcare include language barriers, distractions, varying communication styles, and shift changes. Lack of communication can cause medical errors and adverse patient outcomes. Standardized communication tools like SBAR, call-outs, check-backs, and handoffs can improve information exchange between healthcare team members. These tools provide structured frameworks for communicating critical patient information, especially during care transitions.
Presentation on UDHC for UC Tertiary Engagement Summit (Draft Slides)Dr Arindam Basu
Set of slide decks for the UDHC related presentation at the University of Canterbury Tertiary Engagement Summit where the purpose of discussion is to share ideas how students and trainees in tertiary education can engage with the community to bring about real world change. I chose to focus on UDHC and the excellent work the project has brought about.
This document provides a blueprint for implementing interprofessional care in Ontario. It outlines the context, including demands on the healthcare system that necessitate new collaborative models of care. The blueprint was developed through extensive consultation with healthcare and education leaders. It presents 4 key recommendations to advance interprofessional care through actions like preparing current and future caregivers via interprofessional education, and supporting organizational structures, regulations, and policies that enable collaborative team-based care. The goal is to provide guidance to transform the healthcare system through system-wide adoption of interprofessional care.
Community Anticipatory Care Planning Nursing TeamRobert Sanders
Anticipatory Care Planning: Time To Make It Happen - Community Anticipatory Care Planning Nursing Team Fiona Drysdale (ACP Team Lead - NHS Forth Valley)
This document discusses the ethical, legal and economic foundations of patient education. It defines key ethical principles like autonomy, beneficence and justice. It also outlines the evolution of ethics in healthcare, from charitable immunity to the 1914 Cardozo decision establishing patients' rights to informed consent and self-determination. Government regulations and professional standards aim to protect patients' rights while ensuring quality care. The document also addresses the legal requirements and financial considerations of patient education, highlighting the need for cost-effective programs and the potential for cost savings through improved outcomes.
This document discusses the paradigm shift in the nursing profession due to COVID-19. It outlines nurses' key contributions during the pandemic, such as providing health education and screening, preventing infections, and caring for COVID-19 patients. The document also describes the challenges nurses faced, including shortages of PPE and concerns for safety. Post-COVID, the document predicts a paradigm shift for clinical nursing, including more telehealth, home care, expanded nursing skills, and a focus on community and public health over individual care.
- The document introduces CETI (Clinical Education and Training Institute), a new organization established to provide leadership in clinical education and training in NSW.
- CETI has absorbed the NSW Institute of Medical Education and Training (IMET) and the NSW Institute of Rural Clinical Services and Teaching (IRCST) into its Medical and Rural Divisions.
- CETI's key priorities are to address challenges from increasing medical graduate numbers, develop interprofessional team training, and adopt common learning platforms.
This Hospital Skills Program (HSP) module has been developed to support the professional development of doctors working in a hospital generalist role in NSW hospitals.
Doctors participating in the HSP will have at least two years of clinical postgraduate experience and not be currently participating in a specialist vocational training program.
This HSP module has been developed by CETI on behalf of NSW Health as part of the Hospital Skills Program for generalist doctors. It aims to guide doctors, their employers and educators with regard to learning and professional development needs, workplace responsibilities and clinical tasks.
This module is one of several that have been developed by CETI to support the implementation of the HSP.
The document discusses challenges facing the health system in New South Wales, including rising demand from population growth and chronic illness, and constrained resources. It proposes investing in health information technology and establishing several new institutions, including the Clinical Education and Training Institute, to help address some of these challenges through improved education, training, and use of technology. Key goals are improving competency, building better clinical supervision systems, and developing e-learning opportunities. Success requires a focus on effective implementation and addressing workforce needs.
The Clinical Education and Training Institute (CETI) aims to improve healthcare in New South Wales through clinical education and workforce development. Its vision is to lead training that meets healthcare needs, and its mission is to facilitate innovation and collaboration to build clinical education capacity and quality. CETI works to develop and deliver multi-disciplinary training across NSW that supports high-quality patient-centered care and meets service needs through workforce skills development.
The document discusses:
1) Health Workforce Australia is providing $94 million in funding to expand the use of simulated training environments across Australia to increase clinical training capacity in various health professions.
2) In New South Wales, $14.7 million in capital funding will be used to leverage existing simulation capacity, strengthen partnerships, strategically place new simulation facilities, and develop a network of simulation expertise.
3) The funding will help build simulation capacity in rural and remote areas by using mobile facilities and expanding access for trainees, clinicians, and students.
This document discusses the structure and organization of Team Health in New South Wales, Australia. It includes the Clinical Education and Training Institute and its focus on allied health, rural and remote oral health, nursing and midwifery. It also mentions the four pillars of health reform in NSW: the Clinical Education and Training Institute, Agency for Clinical Innovation, Clinical Excellence Commission, and Bureau of Health Information.
The document summarizes key points from an external review of prevocational training in NSW and actions taken in response. The review found commitment to training but noted resources were stretched. It made 24 recommendations related to administration, resources, and the changing healthcare structure. CETI is implementing the recommendations in 6 areas including learning support, accreditation system updates, and network-hospital relationships. Upcoming CETI events on rural research and allied health conferences are also announced.
This practical handbook gives advice on managing junior doctors who are experiencing difficulties.
First Published by CETI in 2009
This publication is copyrighted
Heart Failure Clinic resourcing Plan paper.pdfsdfghj21
The document provides guidance for developing one component of an evidence-based resourcing plan for a new heart failure clinic. It outlines two options for the plan component: a budget or staffing plan. For the budget, the student would identify categories and subcategories to establish startup and ongoing costs. For the staffing plan, the student would determine needed disciplines and staffing ratios, develop a sample schedule, and address how delegation, diversity, union contracts, and state nurse practice acts impact staffing. The plan component must apply best practices, be 3-4 pages, include citations, and align with professional standards and accountability tools to manage services and outcomes.
Discuss the importance of inter-professional collaboration. (Updated 2023).docxintel-writers.com
Inter-professional collaboration
is the process of professionals from different disciplines working together to achieve common goals and improve outcomes for individuals or communities.
It plays a crucial role in promoting effective and comprehensive healthcare delivery and has several important benefits:
1. Enhanced Patient-Centered Care: Inter-professional collaboration places the patient at the center of care by fostering a holistic approach that considers the various aspects of their health and well-being. When professionals from different disciplines collaborate, they bring their unique expertise and perspectives to develop a comprehensive care plan that addresses the diverse needs of the patient. This collaborative approach leads to better health outcomes, improved patient satisfaction, and increased adherence to treatment plans.
2. Improved Communication and Information Sharing: Collaboration among professionals facilitates effective communication and information sharing. By working together, professionals can exchange knowledge, share relevant patient information, and ensure seamless transitions of care. This reduces the risk of miscommunication, duplication of efforts, and medical errors. Clear and consistent communication enhances patient safety, improves care coordination, and enables better decision-making.
3. Comprehensive and Integrated Care: Inter-professional collaboration enables the integration of various healthcare services, including medical, nursing, pharmacy, social work, and other disciplines. This comprehensive approach addresses not only the physical health needs of the patient but also their psychological, social, and emotional well-being. Collaborative teams can develop care plans that encompass preventive care, chronic disease management, rehabilitation, and support services, resulting in more effective and efficient healthcare delivery.
Future of Healthcare - Crown Point - Interprofessional Teamsusffw
This document provides an introduction to interprofessional education and practice. It describes recommendations from organizations like the IOM to improve collaboration between healthcare professionals through interprofessional education and teams. The goals of interprofessional collaboration include providing better, higher quality care at a lower cost. It also identifies the need to prepare students with the skills to work effectively on interprofessional teams after graduation.
SMART GOAL
Leadership SMART Goal Leadership goal Setting a goal is important since it really gives clarity to a person’s vision. A goal specifies the outcome of what one wants to accomplish (Jay, 2011). Developing a SMART leadership goal ensures that one’s goal is actually focused and offers a clear idea of what one wants to accomplish. In essence, a goal that is SMART makes it simpler for one to come up with pertinent activities, to measure his or her progress towards accomplishing the goal, and know when he or she has met his/her goal (Jay, 2011). For me, setting a SMART goal will make what I want tangible since I am declaring to myself that this is really what I want. Basically, the SMART goal will help me to focus my everyday energy towards making my dreams and wishes come true. My set goal is SMART in the following way: Specific: Haughey (2014) pointed out that a specific goal has to be focused, detailed, and stated clearly. My goal is specific enough; it is to work in interdisciplinary/interprofessional teams by Week 10 (as selected from the Institute of Medicine (IOM)). In these teams, I should be able to work with other professionals to offering the best care available to transplant patients and help the patients before the transplant, during the transplant, and after. To accomplish this goal, I will greet and introduce myself to various health professionals in the Transplant Services Department so familiarize my self with the department and the transplant of patients and cooperate, collaborate, communicate, and integrate care in teams to ensure that care is continuous and reliable. In the future health care system, health professionals will have to understand the advantage of high levels of cooperation, coordination, and standardization to guarantee excellence, continuity, safety, and reliability. In short, they will have to think of themselves as a team working in and contributing to a larger system. As Don Berwick, Institute for Healthcare Improvement, said at the summit, The team members integrate their observations, bodies of expertise, and spheres of decision making. Thus this competency refers to the various disciplines working together to address the needs of patients. Interdisciplinary teams are critical in dealing with the increasing complexity of care, coordinating and responding to multiple patient needs, keeping pace with the demands of new technology, responding to the demands of payors, and delivering care across settings Teams tend to reduce the utilization of redundant or duplicate services, and they also tend to develop more creative solutions to complex problems because of their members’ diverse academic backgrounds and experience. Patients needing chronic care, critical acute care, geriatric care, and care at the end of life require smooth team functioning because of the complexity of their needs. Different means and settings for delivering care, such as managed care, community-based care, rehabilitation centers,.
This document discusses patient involvement and co-production in healthcare. It provides information on several initiatives focused on embedding patient perspectives, including:
- Always Events® which aims to shift from "doing for patients" to "doing with patients" through co-design.
- The PSYPHER service which co-designed personalized discharge letters with patients.
- The impact of co-production in improving patient experience and outcomes.
- Resources on co-production from organizations like UCL, The Health Foundation, and The King's Fund.
Future of Healthcare - Interprofessional Teamsusffw
This document discusses the importance of interprofessional healthcare teams and education. It describes challenges in the current healthcare system like lack of care coordination. National organizations recommend nurses be educated with other professions to improve collaboration. Effective teams require mutual respect, shared values, and good communication. The appreciative inquiry model focuses on an organization's strengths rather than its problems. Interprofessional education aims to develop competencies like values/ethics, roles, communication, and teamwork to bridge the gap between education and practice.
The document discusses assessing an organization's culture and readiness for implementing an evidence-based practice project to prevent CLABSI in a NICU. An organizational assessment tool was used to evaluate readiness. It found strengths like leadership support but also weaknesses such as lack of time and EBP knowledge. The author recommends strategies to improve readiness like recognizing top performers and aligning with available resources. Key stakeholders for the project include nurses, doctors, patients, and insurance companies. Information technologies could help implementation and care delivery if integrated properly.
The document summarizes key topics covered in a Professional Capstone and Practicum course, as reflected in a student's journal. The journal addresses new practice approaches learned, including evidence-based practice and intraprofessional collaboration. It also discusses healthcare delivery systems, ethics, population health, the role of technology, health policy, leadership models, and health disparities. The student reflects on strengthening their cultural competence and how the course helped them meet competencies.
Implementing Fixed Patient For Nurse RatiosTanya Williams
This document proposes implementing hourly rounding at a hospital to improve patient safety and satisfaction. A task force would be established to use research evidence to propose, implement, and evaluate the change. The Johns Hopkins Nursing Evidence-Based Practice model would be used as a guideline, consisting of three phases - identifying the issue, searching for evidence, and translating evidence into practice. Implementing hourly rounding would help meet patients' needs, reduce call lights and falls, and improve HCAHPS scores.
Communication failures in clinical settings have been identified as a leading cause of adverse events. While each health profession values patient-centered care, differences in values, norms and practices across professions can lead to conflicts and failures. Long Island University has implemented interprofessional education (IPE) initiatives to improve understanding and collaboration among health professions students from various programs. Evaluations found that IPE events increased students' understanding of different professional cultures, roles, responsibilities, and the importance of communication and teamwork. The university aims to expand IPE opportunities to further integrate interprofessional competencies into their curricula.
This document discusses patient and family centered care. It explains that patient and family centered care involves working together with providers, patients, and families to improve the patient experience and quality of care. It shares how other organizations have successfully adopted this model of cultural change. This model is referred to as patient and family centered care (PFCC). Facilities that have implemented PFCC have seen benefits like reduced call lights, fewer falls, and lower readmission rates. The adoption of a new PFCC culture takes continual effort from the entire healthcare team.
This document discusses trends in health professions education. It covers topics such as outcome-based education, professionalism, learning through simulation, interprofessional education, and community-based medical education. Specifically, it outlines the goals of outcome-based education including balancing knowledge, skills, and attitudes. It provides examples of competency frameworks from organizations like ACGME. The document also discusses the importance of professionalism in medicine given changing public expectations. Additional sections cover how simulation can enhance learning and the benefits of interprofessional education and community-based training to better meet community health needs.
The document discusses innovation in nursing. It defines innovation as the introduction of new ideas or processes to benefit individuals or organizations. It then discusses different types of innovation like product and process innovation. It also outlines characteristics of innovation and the steps involved in the innovation process. Finally, it discusses factors driving innovation in nursing like addressing workforce shortages and technological advances in healthcare.
The document discusses challenges and opportunities for AHECs and the health workforce under the Affordable Care Act (ACA). It notes shifts toward primary/preventive care, chronic disease management, and payment reforms. New models like ACOs and PCMHs use team-based care but health professions are siloed in training and regulated separately. There are shortages in primary care practitioners and retention in New York. Steps proposed include growing the primary care workforce, multidisciplinary education, and increasing worker flexibility through scope of practice reforms.
Primary Health Care Strategy:
Key Directions for the Information Environment. Case study report and composite success model.
Steve Creed & Philip Gander
Discharge Education Plan in a Heart Failure Clinic.docxwrite5
The document discusses developing an evidence-based discharge education plan for patients in a heart failure clinic to reduce readmissions. It provides considerations for developing an orientation course plan, discharge education plan, or care coordination plan including objectives, topics, accountability tools, and aligning plans to professional standards and guidelines to ensure patients understand self-care. The goal is to improve consistency and compliance of education to decrease readmissions by 5% over the next year.
Evidence-based practice is important for nurses to utilize when making decisions about client care. Using the most up-to-date evidence alongside a client's values and preferences can help guide the healthcare process. When evidence-based guidelines are included in a client's plan of care, the clinician has substantial data to make sound decisions and develop the best strategy for delivering care. One study found that pain from venous ulcers was not always properly addressed, negatively impacting healing. This highlighted the need for evidence-based wound care practices that adequately treat pain.
Collaborative issues in nursing arise due to increased medical complexity, elderly populations, and chronic illness. Collaboration between nursing education and practice is needed but challenging. Models discussed include the clinical school of nursing, practice research, and collaborative clinical education models. These aim to reduce gaps between education and practice through partnerships, research, and facilitator roles to improve patient care, nursing competence, and the profession.
INTEGRATION OF NURSING EDUCATION INTO NURSING SERVICES.pptxrangappa
The nursing profession is faced with increasingly complex health care issues driven by technological & medical advancements, an ageing population, increased numbers of people living with chronic disease and increased costs of health care services.
Collaboration is a substantive idea repeatedly discussed in health care circles.
Though the benefits are well validated, collaboration is seldom practiced.
The document provides an overview of the newly formed Team Health program at the Clinical Education and Training Institute (CETI), which aims to improve teamwork, communication and collaboration for safer patient-centered care. It summarizes outcomes from two statewide consultation forums, which identified priorities for preparing new clinical graduates and enhancing team-based care. The consultations generated consensus that the Team Health program is evidence-based and can be implemented in coordination with Local Health Districts and other related programs.
The Clinical Education and Training Institute (CETI) 2010-2011 Annual Report summarizes CETI's performance in its first year of operation. CETI coordinates clinical education and training across NSW to support excellence in patient care. The report outlines CETI's functions, governance structure, directorates including Medical, Allied Health, Nursing and Midwifery, and Rural and Remote, as well as the Centre for Learning and Teaching. CETI works collaboratively with health professionals, services and other stakeholders to develop innovative education and training programs.
Final Progress Report on the Implementation of the Government‟s Response to the Special Commission of Inquiry into Acute Care Services in NSW Hospitals
October 2011
This document lists the names of 14 individuals. It appears to be a list of people taking an oath for an unspecified purpose, as the final 3 words are "Take the Oath".
The document discusses issues with current assessment forms used to evaluate prevocational medical trainees in NSW. A previous 2010 study found the forms may underreport trainee underperformance and do not provide enough specific feedback. The study analyzed over 3,000 forms and found that supervisors rated trainees much higher than trainees rated themselves. A new set of criterion-based assessment forms were created with explicit descriptions of performance levels in an attempt to address these issues. Preliminary testing of the new forms with trainees and supervisors found mixed reactions, with users divided between preferring the new more detailed forms or the old more concise forms.
The document discusses trainee-led initiatives in pre-vocational medical training in NSW. It describes the NSW JMO Forum, which is composed of elected trainee representatives from the 15 training networks. The Forum identifies areas for improvement and undertakes projects to address issues. Examples provided include developing a standardized educational program across hospitals, auditing handover practices, and creating a guidebook for specialty training pathways. The document argues that trainees have the interest, ideas, and enthusiasm to innovate in medical education if given the opportunity and support to do so.
The NSW Health and Medical Research Strategic Review will recommend a 10-year plan.
A 10-year horizon recognises that research
is a long-term enterprise that requires a consistent approach to funding and support if it is to deliver the best outcomes for the state.
To date, the Review has consulted more than 400 people and has published a Fact Base of data on NSW’s research performance against a number of metrics and an Issues Paper that presents a preliminary framework for the NSW health and medical research strategy.
This document provides guidance for supervising allied health professionals. It discusses the purpose of clinical supervision which is to facilitate high quality patient care, learning and professional development, accountable decision making, and staff well-being. Effective supervision involves setting clear expectations, promoting lifelong learning, and ensuring supervisees are active participants. Supervisors should understand adult learning principles and styles to effectively contribute to professional development. Maintaining patient safety is the top priority for both supervisors and supervisees.
This document provides the programme for the Prevocational Medical Education Forum, which takes place from November 6-9. The forum includes keynote presentations, concurrent sessions, and workshops on topics related to prevocational medical training, such as accreditation, cultural competence, career planning, and models of clinical teaching. Presentations are scheduled each morning and afternoon, with concurrent sessions running in parallel on specific themes. Social events include a welcome reception, dinner for RMOs and JMOs, and a gala dinner on the final night. The programme provides details of over 150 individual presentations, workshops and discussions across the three day event.
Overview
Establishment of the national registration and accreditation scheme The intern year – draft registration standard framework for accreditation of the intern year Performance assessment Mandatory notifications
The document discusses prevocational medical training accreditation in NSW in 2011. It summarizes the expansion of training settings to include general practice placements and community facilities. Trainee feedback on general practice placements was overwhelmingly positive. It also discusses developing online accreditation systems and increasing accreditation of private hospitals. Most accreditations were for three years, with supervision, training management, and promoting interests being common areas needing improvement. The year ahead involves accrediting more terms and training opportunities in innovative settings.
CETI was established to facilitate clinical education and training across NSW through collaboration and building sustainable capacity. It aims to improve patient care by supporting safe, high-quality, team-based learning. CETI's directorates in medicine, nursing, allied health, and rural areas work to standardize training, develop core competencies, and increase access to resources like online learning and simulation. Key priorities include building a skilled and coordinated teaching workforce, linking training to competency standards, and strengthening partnerships between CETI and local health districts.
The document provides an overview of the current state of the prevocational training program in NSW presented by Craig Bingham. It discusses the growth of the program, recommendations from an external review to improve the model and assessment process, and data from reports on program funding, teaching activities, and DPET turnover and duties. Bingham concludes by noting the variability between training sites and strong overall support among DPETs for the networked training system.
This presentation has been created for the CETI staff meeting where the slideshare site will be launched to the staff.
It is only meant as a brief overview on how it will be governed.
A more detailed governance document will be developed
This document discusses the new Allied Health Directorate at CETI which aims to provide leadership and coordination for clinical education and training of allied health professionals in NSW. It oversees 23 allied health disciplines and will develop resources to build capacity for allied health education. The directorate held a consultation forum with allied health leaders to inform its operational plan for 2011-2012 and will collaborate with stakeholders to meet education needs and support high quality patient care. It introduces the two new Allied Health Learning and Teaching Coordinators, Jacqueline Dominish and Daniella Pfeiffer, who have clinical experience in occupational therapy and social work, respectively.
“The Hospital Skills Program (HSP) provides a life-long pathway for self-directed medical education across three levels of agreed expertise, utilising a variety of traditional and non-traditional resources and methods appropriate to the working environment of the participant, resulting in the acquisition of a skills portfolio useful to an employer, and appropriate to the local patient community.
This Hospital Skills Program (HSP) module has been developed to support the professional development of doctors working in a hospital generalist role in NSW hospitals.
Doctors participating in the HSP will have at least two years of clinical postgraduate experience and not be currently participating in a specialist vocational training program.
This HSP module has been developed by CETI on behalf of NSW Health as part of the Hospital Skills Program for generalist doctors. It aims to guide doctors, their employers and educators with regard to learning and professional development needs, workplace responsibilities and clinical tasks.
This module is one of several that have been developed by CETI to support the implementation of the HSP.
This Hospital Skills Program (HSP) module has been developed to support the professional development of doctors working in a hospital generalist role in NSW hospitals.
Doctors participating in the HSP will have at least two years of clinical postgraduate experience and not be currently participating in a specialist vocational training program.
This HSP module has been developed by CETI on behalf of NSW Health as part of the Hospital Skills Program for generalist doctors. It aims to guide doctors, their employers and educators with regard to learning and professional development needs, workplace responsibilities and clinical tasks.
This module is one of several that have been developed by CETI to support the implementation of the HSP.
The Hospital Skills Program (HSP) Aged Care Curriculum is a framework which identifies the capabilities or competencies required of doctors working in clinical areas relating to the care of older people in NSW. Doctors participating in the HSP will be expected to have greater than two years of clinical postgraduate experience and not be currently participating in a specialist vocational training program.
Introduction
The commencement of psychiatric training is a daunting task for any medical officer. Whilst exposure to mental illness and the institutional systems which operate around it may occur during graduate medical training programs and some junior resident medical officer rotations, nothing prepares the new trainee in psychiatry for their many responsibilities in this early phase of their careers.
Didactic content is provided for psychiatric trainees by the NSW Institute of Psychiatry and local training networks, however information on how to provide safe and effective care to people with mental illnesses is invariably acquired in the course of working in acute mental health settings. With this in mind, the contributors to this resource have attempted to provide accessible overviews of the kind of information which might be needed in the course of working in acute adult mental health settings.
This resource is set out in a series of themes. It does not seek to provide a comprehensive reference, nor does it attempt to summarize text-books or the current literature in psychiatry. Each contributor has written a brief account of different topics of relevance to practice in acute adult psychiatry. The style of writing aims to provide the reader with a grasp of the necessary information, which can be absorbed rapidly by the inexperienced psychiatric trainee. Whilst not a manual of ‘how to be a registrar’, it aims to provide a ready reference to both common and classic challenges in the setting of acute adult mental health.
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2. Forum Aims To consult with key stakeholders on Team Health’s four program areas To jointly establish a model of local governance to support Team Health’s implementation To identify resources (human, technological and other) required for local and sustained implementation of Team Health activities To identify existing educational resources or programs that could be used to promote teamwork, communication and collaboration.
3. Rob Wilkins & Danielle ByersProgram CoordinatorsClinical Education and Training Institute
4. What are we trying to do? To improve teamwork, communication and collaboration for safer patient-centred care, and better staff experiences Why are we trying to do this? Increased staff motivation, well-being and retention Decrease in staff turnover Increased patient and carer satisfaction Increased patient safety Increase in appropriate use of specialist clinical resources Reductions in patient mortality and critical incidents Increase in access to and coordination of health services
5. What do we mean by Team Work? Interprofessional Education (IPE) Occasions when two or more professions learn from, with and about each other to improve collaboration and the quality of care Interprofessional Practice (IPP) Occurs when two or more professions work together as a team with a common purpose, commitment and mutual respect (Freeth et al, 2005).
6. The global context Global Evidence World Health Organisation Framework for Action on Interprofessional Education and Collaborative Practice International IPL Journals Research 2 x Cochrane Collaboration Literature Reviews on IPL and professional practice & health care outcomes Grey Literature Significant national investments: Canada, UK U.S. and South Africa
9. Put simply, the education of health professionals in the 21st Century must focus less on memorising and transmitting facts and more on promotion of the reasoning and communication skills that will enable the professional to be an effective partner, facilitator, adviser and advocate. The Lancet - December 2010 Julio Frenk et al. Health Professionals for a new century Transforming education to strengthen health systems in an Interdependent world. The Lancet v 376 Dec 2010
10. The local context Garling Report Special Commission of Inquiry into Acute Care Services in NSW Public Hospitals ….I recommend that an Institute of Clinical Education and training be established with a broad mandate to take charge of the training of a new generation of clinicians in interdisciplinary team-based treatment of patients….
11. This first report from the Bureau of Health Information shows clearly that patients are calling out for improvements and that improvement in staff teamwork, between doctors and nurses, is the action most likely to change a fair or poor patient care experience to an excellent one. The patient perspective… Patients who felt their quality of care was excellent were likely to have experienced excellence in staff teamwork. Bureau of Health Information. (May 2010) Insights into Care: Patients Perspectives onNSW Public Hospitals
12. What works? Multi-faceted strategies e-Learning modules across professional groups On-site coaching, debriefing and facilitation Curriculum that structures formal and informal interactions and is designed to facilitate enquiry Clinical placements and particularly rural clinical placements Champions in both health and education sectors Interdisciplinary program governance Links with other programs (Established international movement)
16. any questions? Learning & Teaching Program Coordinators Rob Wilkins9844 6564Danielle Byers9844 6527
Editor's Notes
AIPPENACT Health
Make comment on consultation with local health district,pillars and other partners – the literature says what works, and the challenges to implementation are logistics and resourcing. The purpose of the consultation is to find out what programs are existing and to navigate the challenges