Requirements of time management tools for outpatient physiotherapy practice

The effects of electronic appointment booking systems on the time management activities of health professionals have received little attention to date. We report on time management practices in three outpatient physiotherapy departments with different paper and electronic systems. The study has identified a set of time management activities and associated social behaviours common to physiotherapy departments. The convenience, flexibility and expressive nature of paper diary systems is of significant value to users, whilst the clarity and superior database functionality of electronic systems are valued by staff using this medium. The study highlights several potential barriers to the effective deployment of electronic booking systems in physiotherapy departments, including poor resource and training provision, concerns regarding restrictive diary control measures, the continued reliance on burdensome duplication procedures and the need to coordinate multiple information artefacts, which need to be addressed if such technology is to be successfully designed and deployed. Copyright © 2005 SAGE Publications (London, Thousand Oaks, CA and New Delhi)

Interdisciplinary Team Based Pastoral Care: A Potentially Adaptable Model for Estonian Healthcare

This article aims to build a potentially adaptable model of clinical pastoral care for Estonia’s healthcare institutions. To help the development of spiritual support provision in Estonian healthcare institutions, we are currently working on creating a model of clinical pastoral care that would be in accordance with the local circumstances. Preparatory research in the matter has addressed the socio-cultural and institutional context that shows the great need for interdisciplinary teamwork. The current article offers concrete proposals in the following main points: a) presentation of the pastoral caregiver; b) main actors; c) forms of cooperation; and c) education and internal trainings. The model construction draws information from international research and considers it in Estonia’s local context. Spiritual support provision in Estonia’s healthcare has not yet been taken for granted and the concept is not fully understood. Secularity and religious diversity also set complex frames. Therefore, the model is suggested in guiding proposals, not in a rigorous structure. As such, the model could also be useful for healthcare spiritual support developments in other countries with similar characteristics. The article also poses possible questions of the implementation potential of the model

IDEAS project - Data Informed Platform for Health feasibility study in Uttar Pradesh

The IDEAS project sought to improve the health and survival of mothers and babies through generating evidence to inform policy and practice. This data collection contains topic guides and other research tools used to assess the feasibility of introducing a Data Informed Platform for Health (DIPH), in order to bring together key data from the public and private health sector on inputs and processes that may influence maternal and newborn health. The DIPH was intended to promote the use of local data for decision-making and priority setting at local health administration level, and for programme appraisal and comparison at regional and zonal level

Silver Dreams Fund Learning and Evaluation Contract: Final report June 2014

This is a summary of the Final Report which presents the findings of the evaluation of the Big Lottery Fund's Silver Dreams Fund conducted by Ecorys.The Silver Dreams Fund was a £10 million programme which sought to address the gaps in provision by challenging organisations to come up with an innovative idea for a project that would "pioneer ways to help vulnerable older people deal more effectively with life-changing events".Our approach involved both formative and summative elements and was based upon a robust and evidence-based outcome evaluation framework. In addition, we have also undertaken an evaluation of the new programme management processes employed by the Big Lottery Fund which has been reported separately.In summary, the evaluation involved:- development of an evaluation framework and common indicators to measure outcomes;- provision of a package of self-evaluation support to projects;- programme level work to provide independent primary qualitative research and to validate findings from self-evaluations;- a range of learning activities; and- analysis and reporting

Work Organisation and Innovation - Case Study: Radiometer, Denmark

[Excerpt] Established in 1935 by two engineers, Radiometer invented the world’s first blood gas analyser in 1954 in connection with the struggle against the childhood polio epidemic. This invention resulted in the development of a company that produces medico-technical products and services for hospitals. The company’s headquarters are in Denmark, where the largest group of employees (948) work. Worldwide, Radiometer has a total of 2,300 employees and subsidiary companies in 23 countries

The creation of the Faculty of Community Medicine (now the Faculty of Public Health Medicine) of the Royal Colleges of Physicians of the United Kingdom

The National Health Service Act 1946 transferred responsibility for the non-voluntary hospitals and certain clinical services from the public health departments of counties and county boroughs to new regional hospital boards, thereby substantially reducing the functions of their medical officers of health and creating a separate cadre of doctors concerned with the planning and management of hospital and specialist services. At around the same time there was pressure to develop in each medical school a department of social and preventive medicine with full-time staff involved in research work. Reviewing the situation 20 years later, the Royal Commission on Medical Education recommended that doctors in public health, medical administration or related teaching and research should form a single professional body concerned with the assessment of specialist training for and standards of practice in 'community medicine'. Immediately after the publication of the Commission's Report in 1968, J. N. Morris invited leaders in the three strands of activities to meet and discuss the proposal. A series of informal meetings led to the setting up, in 1969, of a Working Party (chairman, J. N. Morris) which negotiated with the Royal Colleges of Physicians of Edinburgh, Glasgow and London for them to create a faculty of community medicine. In November 1970 the Colleges set up a Provisional Council (chairman, W. G. Harding), later Board, and the Faculty formally came into existence on 15 March 1972. The key decisions and some of the complications and hitches encountered in achieving this radical outcome are described in this paper

Hutcheson Medical Center: Focusing on Personal Interactions

Outlines elements of a strategy for high patient satisfaction focused on patient-staff interactions and patients' needs, including a culture of customer service, shared governance, better data collection, more visible leaders, and evidence-based practice

My Home Life: promoting quality of life in care homes

A new report from JRF outlines the findings from the My Home Life project. My Home Life is a collaborative initiative between Age UK, City University, the Joseph Rowntree Foundation and Dementia UK promoting quality of life in care homes. This study found: - positive relationships in care homes enable staff to listen to older people, gain insights into individual needs and facilitate greater voice, choice and control; - relationship-centred care is at the heart of many examples of best practice; - care home managers play a pivotal role in promoting relationships between older people, staff and relatives; - care home providers and statutory agencies should consider how their attitudes, practices and policies can create pressure and unnecessary paperwork which ultimately reduce the capacity of care homes to respond to the needs of older people; and - negative stereotypes of care homes have an impact on the confidence of staff and managers