The meeting will begin after 1pm and be recorded for minute-taking. The agenda includes welcoming new staff, providing workforce and building development updates, discussing the telephone system, website, flu and COVID vaccinations, online patient record access, and capitation changes. There will also be an opportunity for any other business before closing.
This document contains the minutes from a meeting at The Docs medical practice. Key points include:
- There were several new staff members introduced including GPs and reception/PCN roles.
- Building developments were discussed including an expansion.
- A Primary Care Network provides various roles to support the practice such as pharmacists, physiotherapists, and social prescribers.
- Patient registrations increased over the last quarter and there was discussion of a capitation increase.
- Complaints have risen significantly in the last few months which corresponds with increased media coverage of primary care.
- The practice discussed providing both flu and COVID vaccinations with clinics held and more planned. Safety protocols remain in place at
This document provides an agenda and summary for a PPG meeting. The meeting will begin after 1pm and be recorded for minute-taking. The agenda includes items on workforce updates, development projects at Elizabeth Tower and Bloom Street, updates on online access to patient records and the NHS App, PCN enhanced access clinics, and COVID spring boosters. It also notes some staffing changes and recruitments, additional roles available through the PCN, and AOB before closing the meeting.
The meeting agenda covered developments at The Docs general practice including the Elizabeth Tower development, launching a PrEP service in conjunction with a sexual health service, workforce updates, plans for online access to patient records, enhanced access across the primary care network, COVID vaccinations, increased patient registrations, referral waiting times, and a potential bid for LGBTQ care coordinator funding and training. Workforce additions available to the practice were also reviewed.
The meeting agenda included welcoming new staff and saying goodbye to retiring staff. An update was provided on building development projects and the primary care network, where Simon Wilkins was elected as the new clinical lead. Workforce roles available through the primary care network were listed. Patient registration numbers from the last quarter were shared, showing an increase. Capitation funding was discussed briefly. COVID-19 protocols at the practice were also noted, including continued mask wearing and cleaning. The meeting concluded with time for questions.
This document outlines a project called SIMTEGR8 that was awarded £100k by Loughborough University to develop a computer simulation model to evaluate ways to reduce emergency admissions to hospitals through new integrated interventions. The purpose is to understand the current patient pathway and develop a simulation to evaluate how admissions can be reduced. A workshop was held with stakeholders to discuss the patient journey, current service summary, and computer simulation. The document also provides details on an Older Person's Unit that was established in 2014 to treat patients over 65 experiencing health issues as an alternative to hospital admission. It describes the referral process, inclusion/exclusion criteria, assessments and investigations conducted, and options after assessment. Group discussions were held to discuss perceptions of the service, whether
This meeting covered the following topics in 3 sentences or less:
The PCN was discussed, including what a PCN is, the practices that make up their PCN, and the workforce available through the PCN. Their website and move to online forms was reviewed. An update on COVID-19 protocols and the upcoming flu vaccine rollout starting September 11th was provided.
Prime Minister’s Challenge Fund: Transforming General Practice in Derbyshire ...NHS Improving Quality
The Prime Minister's Challenge Fund provided £50 million to improve access to general practice in England. Derbyshire and Nottinghamshire received £5.2 million to test new models of primary care delivery. The funds will be used to improve access through expanded hours, including weekends, and increased use of technology. Outcomes so far show that advanced nurse practitioners can effectively manage a high volume of same-day urgent appointments, freeing GP time for complex patients. Patient feedback has been positive about reduced wait times and availability of appointments. Evaluations will assess the impact on primary and secondary care utilization and costs.
The meeting will begin after 1pm and be recorded for minute-taking. The agenda includes welcoming new staff, providing workforce and building development updates, discussing the telephone system, website, flu and COVID vaccinations, online patient record access, and capitation changes. There will also be an opportunity for any other business before closing.
This document contains the minutes from a meeting at The Docs medical practice. Key points include:
- There were several new staff members introduced including GPs and reception/PCN roles.
- Building developments were discussed including an expansion.
- A Primary Care Network provides various roles to support the practice such as pharmacists, physiotherapists, and social prescribers.
- Patient registrations increased over the last quarter and there was discussion of a capitation increase.
- Complaints have risen significantly in the last few months which corresponds with increased media coverage of primary care.
- The practice discussed providing both flu and COVID vaccinations with clinics held and more planned. Safety protocols remain in place at
This document provides an agenda and summary for a PPG meeting. The meeting will begin after 1pm and be recorded for minute-taking. The agenda includes items on workforce updates, development projects at Elizabeth Tower and Bloom Street, updates on online access to patient records and the NHS App, PCN enhanced access clinics, and COVID spring boosters. It also notes some staffing changes and recruitments, additional roles available through the PCN, and AOB before closing the meeting.
The meeting agenda covered developments at The Docs general practice including the Elizabeth Tower development, launching a PrEP service in conjunction with a sexual health service, workforce updates, plans for online access to patient records, enhanced access across the primary care network, COVID vaccinations, increased patient registrations, referral waiting times, and a potential bid for LGBTQ care coordinator funding and training. Workforce additions available to the practice were also reviewed.
The meeting agenda included welcoming new staff and saying goodbye to retiring staff. An update was provided on building development projects and the primary care network, where Simon Wilkins was elected as the new clinical lead. Workforce roles available through the primary care network were listed. Patient registration numbers from the last quarter were shared, showing an increase. Capitation funding was discussed briefly. COVID-19 protocols at the practice were also noted, including continued mask wearing and cleaning. The meeting concluded with time for questions.
This document outlines a project called SIMTEGR8 that was awarded £100k by Loughborough University to develop a computer simulation model to evaluate ways to reduce emergency admissions to hospitals through new integrated interventions. The purpose is to understand the current patient pathway and develop a simulation to evaluate how admissions can be reduced. A workshop was held with stakeholders to discuss the patient journey, current service summary, and computer simulation. The document also provides details on an Older Person's Unit that was established in 2014 to treat patients over 65 experiencing health issues as an alternative to hospital admission. It describes the referral process, inclusion/exclusion criteria, assessments and investigations conducted, and options after assessment. Group discussions were held to discuss perceptions of the service, whether
This meeting covered the following topics in 3 sentences or less:
The PCN was discussed, including what a PCN is, the practices that make up their PCN, and the workforce available through the PCN. Their website and move to online forms was reviewed. An update on COVID-19 protocols and the upcoming flu vaccine rollout starting September 11th was provided.
Prime Minister’s Challenge Fund: Transforming General Practice in Derbyshire ...NHS Improving Quality
The Prime Minister's Challenge Fund provided £50 million to improve access to general practice in England. Derbyshire and Nottinghamshire received £5.2 million to test new models of primary care delivery. The funds will be used to improve access through expanded hours, including weekends, and increased use of technology. Outcomes so far show that advanced nurse practitioners can effectively manage a high volume of same-day urgent appointments, freeing GP time for complex patients. Patient feedback has been positive about reduced wait times and availability of appointments. Evaluations will assess the impact on primary and secondary care utilization and costs.
ISS Service Innovation Leadership Seminar, 28 March - Mrs Chew Kwee TiangNUS-ISS
ISS Service Innovation Leadership Seminar, 28 March - "Design Thinking and Service Innovation - The Khoo Teck Puat Hospital's Journey" by Mrs Chew Kwee Tiang, CEO, Khoo Tech Puat Hospital
Communities of Practice November 2014 Sheffield complete slide setNHS Improving Quality
The document summarizes a webinar on delivering seven day health services. It includes an agenda for presentations on the national Seven Day Services Transformational Improvement Programme and the early adopter experience in Sheffield. Marie Tarplee from the improvement program discusses the clinical standards, self-assessment tool, and case studies. The Sheffield team then presents their journey from establishing a frailty unit to implementing a "Discharge to Assess" model across specialties, with a focus on rapid assessment and support for patients in their own homes. They discuss challenges, benefits, and lessons learned in making major system changes.
Rebecca Rosen: Supply-induced demand in primary careNuffield Trust
In this slideshow Dr Rebecca Rosen, Senior Fellow, Nuffield Trust, discusses the concept of supply-induced demand as it relates to primary health care. She discusses the factors driving demand for increased service access and the unclear nature of the relationship between increased access and continuity of care.
Dr Rosen spoke at the event: "Supply induced demand as it relates to general practice" (http://www.nuffieldtrust.org.uk/talks/supply-induced-demand-it-relates-general-practice) in March 2014.
Endoscopy - conducting a start and stop time auditNHS Improvement
Presentation from NHS Improvement endoscopy workshop held at Ambassadors Hotel, London on 29 January 2013
http://www.improvement.nhs.uk/diagnostics/EndoscopyImprovement/Events.aspx
Conducting a start and stop time audit
Janet Bates, Endoscopy Department Digestive Diseases Centre
Brighton and Sussex University Hospitals NHS Trust
This document summarizes the Intestinal Failure (IF) service at St Mark's Hospital, including:
- The multidisciplinary team of over 50 staff from various specialties who provide care.
- Facilities like a dedicated 20-bed IF unit and services for nutrition, surgery, psychology and more.
- Clinical activities including over 8,000 inpatient days, 100+ new patient admissions annually, and care for 323 long-term HPN patients.
- Research, teaching and quality initiatives to advance IF care and outcomes for patients.
This document discusses how community pharmacy can support the Sustainability and Transformation Plans (STPs) and Vanguard programs in the UK. It outlines several services community pharmacies provide that could help address demands on the NHS, including: 1) treating minor ailments to reduce strain on GPs and A&E, 2) providing emergency supplies of medication to avoid unnecessary visits to out-of-hours doctors or A&E, and 3) assisting with discharge from hospitals and admissions avoidance through medicine reviews. The document also discusses how community pharmacy can help in areas like anticoagulation monitoring and management of long-term conditions like COPD. It emphasizes the need for consistent commissioning of pharmacy services across regions to maximize the
Stephanie Holmes & Margaret Johnson - Wollongong Private HospitalInforma Australia
The document summarizes the transition from Figtree Private Hospital to the new Wollongong Private Hospital. It outlines the reasons for building a new hospital, including outgrowing the old site. It details the commissioning process over two years to open the new 151 bed facility in January 2016. Challenges included the structural footprint, multi-level design, new technology, and changing staff mindsets and procedures. The future aims to continue growing services like liver surgery and attracting more specialists.
This document provides information about proposed changes to hospital services in Shropshire, Telford and Wrekin. It summarizes the context requiring changes, including difficulties retaining specialists and an aging population. Four options for changes are outlined, with the preferred option being to move some services between existing hospitals. Specific proposals include consolidating children's and maternity services at the Princess Royal Hospital and acute surgery at the Royal Shrewsbury Hospital. Public consultation on the proposals is open from December 2010 to March 2011. Feedback is invited online, by letter, or by attending public meetings. The changes aim to improve safety and quality of services for the long term.
This document outlines procedures and responsibilities for medical officers working in Primary Health Centers (PHCs). It discusses:
- Coordination between medical officers and senior staff in PHCs.
- Differences in roles for doctors working in PHCs, general hospitals, and medical colleges.
- Attendance requirements and procedures for availing casual leave.
- Record keeping responsibilities like maintaining movement registers and duty diaries.
- Weekly duties and responsibilities on different days for PHCs with single or multiple medical officers.
- Procedures for PHC level meetings like weekly and monthly meetings.
- Online reporting requirements for staff on programs, activities and health data.
- Maintenance of computers, networks and online systems in PHCs.
The Four-Hour Rule- Lesson's Learnt from the WA ExperienceKane Guthrie
The document discusses the four-hour rule implemented in Western Australian tertiary public hospitals in 2009. It aimed to improve patient flow and quality of care by requiring all patients be admitted, discharged or transferred within four hours of presenting to the emergency department. Initial targets were set at 85% by 2010 and 95% by 2011. While the rule has helped reduce overcrowding and access block, ongoing challenges include increasing patient presentations and acuity without a rise in hospital beds. Lessons learned indicate factors like patient navigators and assessment units help flow, while issues like isolation rooms, paperwork and ramping impede it. Sustainability remains a challenge moving forward.
The document discusses proposals to reconfigure hospital services in Shropshire, Telford and Wrekin. It outlines four options, with the preferred option being to move some specialist services between the two main hospital sites. This would allow services to be consolidated in a more sustainable way while maintaining A&E departments and access to acute care at both locations. Public feedback is sought on the proposals through meetings and an online/postal consultation through mid-March 2011.
The document summarizes the Easy GP program established by the Bury GP Federation in the United Kingdom. The Federation represents 33 GP practices and over 200,000 patients. The program aims to provide primary care services at more convenient times and locations for patients. Key aspects of the program include extended weekday and weekend opening hours at five local practice locations; increased use of telephone consultations and online services; and a website allowing patients to compare practices. Initial results found high utilization of extended hours appointments and increased interest in telephone consultations. The Federation is evaluating the pilot program's impacts and lessons learned regarding sustainable service design and delivery at scale.
The document discusses introducing Lean processes to improve service delivery and patient experience at The Christie, Europe's largest cancer center. Key points:
- The Lean project fundamentally changed how chemotherapy is delivered, eliminating £1.2 million of waste from the service.
- Waiting times, disparate logistics, and inefficient use of resources were initial problems addressed. Patients reported feeling anxious from long wait times.
- A new improved patient pathway and significantly better patient experience resulted. The Lean project also informed the design of a new £35 million chemotherapy center.
Dr Alisha Davies explores evaluation of the 'Better access, better care, better lives' scheme in Barking, Dagenham, Redbridge and Havering as part of the Prime Minister's Challenge Fund.
This document summarizes a study conducted at Rukmani Birla Hospital to evaluate average waiting times in the outpatient department (OPD). The study found that the average waiting time was 17.04 minutes while the average consultation time was 9 minutes. It identified factors contributing to long wait times like walk-in patients jumping queues, delays in registration, and lack of communication about doctor schedules. Recommendations included improving appointment management, informing patients of doctor schedules, implementing a patient flow system, and providing an OPD help desk. The conclusion was that current OPD wait and consultation times were acceptable but could be further improved.
The document summarizes an agenda for a Lean London Forum meeting to be held on March 26, 2009 at the Royal College of Surgeons in Holborn. The agenda includes presentations on implementing lean processes at various NHS organizations, including Bedford Hospital and the Camberwell Sexual Health Centre. The document provides details on the presentations, speakers, and topics to be covered, including the transformation of services through lean methods and using data in lean projects. It also outlines ground rules for the event and what lean is, with a quote supporting its use in the NHS. The overall purpose is to share experiences implementing lean in the NHS and discuss strengths and weaknesses.
Developing and implementing clinical standards for seven day servicesNHS Improving Quality
Celia Ingham Clark National Director: Reducing Premature Mortality. Slides from Celia's presentation from the 7 Day Services events West Midlands 11th June and East Midlands 12th June 2014
ISS Service Innovation Leadership Seminar, 28 March - Mrs Chew Kwee TiangNUS-ISS
ISS Service Innovation Leadership Seminar, 28 March - "Design Thinking and Service Innovation - The Khoo Teck Puat Hospital's Journey" by Mrs Chew Kwee Tiang, CEO, Khoo Tech Puat Hospital
Communities of Practice November 2014 Sheffield complete slide setNHS Improving Quality
The document summarizes a webinar on delivering seven day health services. It includes an agenda for presentations on the national Seven Day Services Transformational Improvement Programme and the early adopter experience in Sheffield. Marie Tarplee from the improvement program discusses the clinical standards, self-assessment tool, and case studies. The Sheffield team then presents their journey from establishing a frailty unit to implementing a "Discharge to Assess" model across specialties, with a focus on rapid assessment and support for patients in their own homes. They discuss challenges, benefits, and lessons learned in making major system changes.
Rebecca Rosen: Supply-induced demand in primary careNuffield Trust
In this slideshow Dr Rebecca Rosen, Senior Fellow, Nuffield Trust, discusses the concept of supply-induced demand as it relates to primary health care. She discusses the factors driving demand for increased service access and the unclear nature of the relationship between increased access and continuity of care.
Dr Rosen spoke at the event: "Supply induced demand as it relates to general practice" (http://www.nuffieldtrust.org.uk/talks/supply-induced-demand-it-relates-general-practice) in March 2014.
Endoscopy - conducting a start and stop time auditNHS Improvement
Presentation from NHS Improvement endoscopy workshop held at Ambassadors Hotel, London on 29 January 2013
http://www.improvement.nhs.uk/diagnostics/EndoscopyImprovement/Events.aspx
Conducting a start and stop time audit
Janet Bates, Endoscopy Department Digestive Diseases Centre
Brighton and Sussex University Hospitals NHS Trust
This document summarizes the Intestinal Failure (IF) service at St Mark's Hospital, including:
- The multidisciplinary team of over 50 staff from various specialties who provide care.
- Facilities like a dedicated 20-bed IF unit and services for nutrition, surgery, psychology and more.
- Clinical activities including over 8,000 inpatient days, 100+ new patient admissions annually, and care for 323 long-term HPN patients.
- Research, teaching and quality initiatives to advance IF care and outcomes for patients.
This document discusses how community pharmacy can support the Sustainability and Transformation Plans (STPs) and Vanguard programs in the UK. It outlines several services community pharmacies provide that could help address demands on the NHS, including: 1) treating minor ailments to reduce strain on GPs and A&E, 2) providing emergency supplies of medication to avoid unnecessary visits to out-of-hours doctors or A&E, and 3) assisting with discharge from hospitals and admissions avoidance through medicine reviews. The document also discusses how community pharmacy can help in areas like anticoagulation monitoring and management of long-term conditions like COPD. It emphasizes the need for consistent commissioning of pharmacy services across regions to maximize the
Stephanie Holmes & Margaret Johnson - Wollongong Private HospitalInforma Australia
The document summarizes the transition from Figtree Private Hospital to the new Wollongong Private Hospital. It outlines the reasons for building a new hospital, including outgrowing the old site. It details the commissioning process over two years to open the new 151 bed facility in January 2016. Challenges included the structural footprint, multi-level design, new technology, and changing staff mindsets and procedures. The future aims to continue growing services like liver surgery and attracting more specialists.
This document provides information about proposed changes to hospital services in Shropshire, Telford and Wrekin. It summarizes the context requiring changes, including difficulties retaining specialists and an aging population. Four options for changes are outlined, with the preferred option being to move some services between existing hospitals. Specific proposals include consolidating children's and maternity services at the Princess Royal Hospital and acute surgery at the Royal Shrewsbury Hospital. Public consultation on the proposals is open from December 2010 to March 2011. Feedback is invited online, by letter, or by attending public meetings. The changes aim to improve safety and quality of services for the long term.
This document outlines procedures and responsibilities for medical officers working in Primary Health Centers (PHCs). It discusses:
- Coordination between medical officers and senior staff in PHCs.
- Differences in roles for doctors working in PHCs, general hospitals, and medical colleges.
- Attendance requirements and procedures for availing casual leave.
- Record keeping responsibilities like maintaining movement registers and duty diaries.
- Weekly duties and responsibilities on different days for PHCs with single or multiple medical officers.
- Procedures for PHC level meetings like weekly and monthly meetings.
- Online reporting requirements for staff on programs, activities and health data.
- Maintenance of computers, networks and online systems in PHCs.
The Four-Hour Rule- Lesson's Learnt from the WA ExperienceKane Guthrie
The document discusses the four-hour rule implemented in Western Australian tertiary public hospitals in 2009. It aimed to improve patient flow and quality of care by requiring all patients be admitted, discharged or transferred within four hours of presenting to the emergency department. Initial targets were set at 85% by 2010 and 95% by 2011. While the rule has helped reduce overcrowding and access block, ongoing challenges include increasing patient presentations and acuity without a rise in hospital beds. Lessons learned indicate factors like patient navigators and assessment units help flow, while issues like isolation rooms, paperwork and ramping impede it. Sustainability remains a challenge moving forward.
The document discusses proposals to reconfigure hospital services in Shropshire, Telford and Wrekin. It outlines four options, with the preferred option being to move some specialist services between the two main hospital sites. This would allow services to be consolidated in a more sustainable way while maintaining A&E departments and access to acute care at both locations. Public feedback is sought on the proposals through meetings and an online/postal consultation through mid-March 2011.
The document summarizes the Easy GP program established by the Bury GP Federation in the United Kingdom. The Federation represents 33 GP practices and over 200,000 patients. The program aims to provide primary care services at more convenient times and locations for patients. Key aspects of the program include extended weekday and weekend opening hours at five local practice locations; increased use of telephone consultations and online services; and a website allowing patients to compare practices. Initial results found high utilization of extended hours appointments and increased interest in telephone consultations. The Federation is evaluating the pilot program's impacts and lessons learned regarding sustainable service design and delivery at scale.
The document discusses introducing Lean processes to improve service delivery and patient experience at The Christie, Europe's largest cancer center. Key points:
- The Lean project fundamentally changed how chemotherapy is delivered, eliminating £1.2 million of waste from the service.
- Waiting times, disparate logistics, and inefficient use of resources were initial problems addressed. Patients reported feeling anxious from long wait times.
- A new improved patient pathway and significantly better patient experience resulted. The Lean project also informed the design of a new £35 million chemotherapy center.
Dr Alisha Davies explores evaluation of the 'Better access, better care, better lives' scheme in Barking, Dagenham, Redbridge and Havering as part of the Prime Minister's Challenge Fund.
This document summarizes a study conducted at Rukmani Birla Hospital to evaluate average waiting times in the outpatient department (OPD). The study found that the average waiting time was 17.04 minutes while the average consultation time was 9 minutes. It identified factors contributing to long wait times like walk-in patients jumping queues, delays in registration, and lack of communication about doctor schedules. Recommendations included improving appointment management, informing patients of doctor schedules, implementing a patient flow system, and providing an OPD help desk. The conclusion was that current OPD wait and consultation times were acceptable but could be further improved.
The document summarizes an agenda for a Lean London Forum meeting to be held on March 26, 2009 at the Royal College of Surgeons in Holborn. The agenda includes presentations on implementing lean processes at various NHS organizations, including Bedford Hospital and the Camberwell Sexual Health Centre. The document provides details on the presentations, speakers, and topics to be covered, including the transformation of services through lean methods and using data in lean projects. It also outlines ground rules for the event and what lean is, with a quote supporting its use in the NHS. The overall purpose is to share experiences implementing lean in the NHS and discuss strengths and weaknesses.
Developing and implementing clinical standards for seven day servicesNHS Improving Quality
Celia Ingham Clark National Director: Reducing Premature Mortality. Slides from Celia's presentation from the 7 Day Services events West Midlands 11th June and East Midlands 12th June 2014
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Cancer treatment has advanced significantly over the years, offering patients various options tailored to their specific type of cancer and stage of disease. Understanding the different types of cancer treatments can help patients make informed decisions about their care. In this ppt, we have listed most common forms of cancer treatment available today.
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1. PPG
The Docs
30th Jan 2024
We will begin shortly after 2.30pm
The meeting will be recorded for minute-taking but cannot be shared with email addresses outside
of the NHS due to MS Teams restrictions
2. Agenda
Welcome
Workforce update
Bloom Street & New Jackson updates
Diabetes Education Day
Website update
Referrals & Waiting Times
Vaccinations: Flu & COVID
Capitation change
AOB
Close
3. Continuous
Team update
Welcomes
Dr Euan Corrin – GPST on 12m placement
Giga Zayn – GPST on 6m placement
Saima Ahmed – Clinical Pharmacist
Becky & Rebecca – Receptionist / Administrators
Goodbyes
Dr Li Rong – GPST
Mo Hassan – Nurse Associate
Cheryl – Administrator
Recruitment
Nurse Associate
4. Bloom Street
& New
Jackson
Update
Basement
•Physio / Ultrasound room
•Group meeting room
•Toilet
Ground Floor
•Pharmacists
•Reception
•Surgery Pod
•Toilet
First Floor
•Doctors
Second Floor
•Nurses
•Toilet
Third Floor
•Admin office
Fourth Floor
•Staff room
Bloom Street is now fully operational
8. Vaccinations
Flu & COVID
FLU
• We have stock left for any eligible patients who haven’t yet
had the vaccine & still want one
COVID Seasonal Boosters
• The seasonal booster campaign finishes 31st January 2024
Li & Natasha started at the beginning of August & will be with us till the start of February
Mo starts next week
Nas & Chris have moved on to their next placements
We have readvertised for a Pharmacist & interviews are in progress
The 1st-4th floors are all operational
The basement & 1st floors should be ready within the next 3-4 weeks
Our website appearance will be changing in December / January
This will better comply with NHS design requirements
Our website appearance will be changing in December / January
This will better comply with NHS design requirements
Our website appearance will be changing in December / January
This will better comply with NHS design requirements
There’s a news article on our website regarding flu vaccines with links for eligible patients to book if they can’t through the text
There’s also an article about COVID vaccines with links of how to book online or to call 111
Capitation has shot up by 500 patients in the past quarter!
Gender on online forms
This is used by the Patient Demographic Service, part of the National NHS spine used by services to correctly identify patients & link their medical records
Face-to-face appointments
These can be booked with Nurses & can be requested from Drs & Pharmacists