Cancer Care Coordinators: Realising the Potential for Improving the Patient Journey

A person diagnosed with cancer can receive multiple treatments in a variety of different health care settings over extended periods of time1. During this time, they come into contact with multiple health care providers. For example, one recent UK study reported that cancer patients with a diagnosis of less than one year had met 28 doctors on average since their diagnosis2. Add to this the many other health professionals with whom the patient will come into contact during their illness and the complex maze that can characterise the patient’s cancer journey is obvious. The Optimising Cancer Care in Australia report3 published in 2003 by the peak cancer organisations in Australia concluded that there are many places for the person with cancer to get lost in the system, causing unnecessary morbidity and undue distress. The lack of an integrated care system for people with cancer was identified as a major failing of today’s health system3. A number of states in Australia have moved to appoint cancer care coordinators as a strategy to address such problems. In Queensland, cancer coordination positions have been established in a number of Health Service Districts in the Southern and Central Zone of the State, initially to scope patterns of care, referral pathways and to define a cancer coordination model for their regions that is consistent across the state, but able to meet the local needs of the population. To support its Cancer Clinical Service Framework, the NSW Health Department plans to recruit up to 50 cancer nurse coordinators. Cancer nurse coordinators in NSW will work through Lead Clinicians and Directors of Area Cancer Services to support oncology team meetings, develop care pathways and protocols, and provide a direct source of contact for patients and primary care physicians accessing cancer services4. In Victoria, a number of program coordinators and regional nurse coordinators have been introduced as part of the breast services enhancement program. Individual institutions have also established nurse coordinator roles for specific tumour streams. The cancer care coordinator role is a rapidly emerging one with a mandate to achieve some potentially far-reaching reforms to systems of care. To ensure these developments realise their potential, it is timely to consider the most effective ways to design and implement models of care coordination thatachieve the improvements being sought for the Australian cancer care system

The global graduate: developing the global careers service

Graduate employability is an international issue. Students seek a higher education experience with added value in terms of employability and an international perspective. How do careers services meet the expectations that accompany these aspirations? The University of Nottingham, an established global university with campuses in Malaysia and China, attracts students from across the world. These students have diverse and culturally-specific career development needs, requiring skilled practitioners with knowledge of the global graduate opportunity structure. This article explores ways in which the Careers and Employability Services are being developed to meet a global market through support for staff and internationalised employer engagement

Benefits realisation for healthcare

Following the emergent importance of benefits realisation applied to healthcare infrastructure and service development programs, HaCIRIC has undertaken a research initiative targeting the development of a robust and comprehensive Benefits Realisation (BeReal©) process. The resulting model is focusing on how benefits should be elicited at the initial strategic stages, and how benefits should be deployed, managed and traced along the lifecycle of a programme so their realisation contributes to successful health outcomes. Subsequently BeReal© aspires to be an appropriate method to drive and control the programme plan; providing tools and techniques for defining specific benefits. It also allows the measurement and evaluation of the extent to which those benefits are delivered. We have set ourselves the objective of identifying current best practices and demonstrate how to improve benefits realisation in healthcare infrastructure provision. The HaCIRIC team in active collaboration with leading industry partners have undertaken various case and comparator studies not only to define a business critical process but to set out an ideology which places benefits realisation at the heart of securing wholly integrated (collective) change. We believe that to deliver consistent high quality infrastructure and services within an ever changing investment model requires a different level of thinking and understanding towards benefits realisation. The challenge of answering community needs through intelligent investment in infrastructure is complex and demands a deeper and inclusive awareness and appreciation of how to deliver benefits and effectively allocate resources. The BeReal© initiative seeks to contribute methodologically and intends to help spending money intelligently, working with programme and project related stakeholders, securing that the best possible benefits are obtained for the overall healthcare communities. This report highlights selected performed initiatives and summarises BeReal© process’s major characteristics, covering far more than the follow-up of a competitive tendering process and of the development of a traditional business case. BeReal© copes with a detailed definition of changing activities, breakdown of (needs into) benefits that drive the investment, supports decision-making, proposes the development of controlling initiatives and suggests major awareness to the implementation of corrective actions. We seek to continue innovating, stimulate learning, contributing to an increase of health and care performance that properly answers to community needs and intelligently invests public and private resources

Establishing Croatia’s lifelong career guidance service

On July 1st 2013, Croatia became the 28th member state of the European Union. One requirement for Croatia’s accession to the EU was the establishment of comprehensive life-long career guidance (LLCG) provision. In 2011, the Croatian Employment Service, the traditional provider of career guidance services to the unemployed, embarked on a programme to establish eight public facing pilot LLCG centres funded through EU transition funding. This article uses the results of an early evaluation of the new LLCG centres undertaken at the end of the pilot stage to explore the inter-relationship between this EU imperative and the policy and practice developments required to establish LLCG in a post-conflict and post command economy emerging EU country

Embedding Requirements within the Model Driven Architecture

The Model Driven Architecture (MDA) brings benefits to software development, among them the potential for connecting software models with the business domain. This paper focuses on the upstream or Computation Independent Model (CIM) phase of the MDA. Our contention is that, whilst there are many models and notations available within the CIM Phase, those that are currently popular and supported by the Object Management Group (OMG), may not be the most useful notations for business analysts nor sufficient to fully support software requirements and specification. Therefore, with specific emphasis on the value of the Business Process Modelling Notation (BPMN) for business analysts, this paper provides an example of a typical CIM approach before describing an approach which incorporates specific requirements techniques. A framework extension to the MDA is then introduced; which embeds requirements and specification within the CIM, thus further enhancing the utility of MDA by providing a more complete method for business analysis

May the Guide Be With You: CA-facilitated Information Elicitation to Prevent Service Failure

Companies automate the delivery of their online services by deploying artificial intelligence-based conversational agents (CAs). However, contemporary CAs still struggle to reliably answer the full range of requests from support seekers. To avoid service failure, service delivery activities of CAs and service employees should be interconnected by a handover of requests. This form of hybrid service delivery requires support seekers to disclose relevant information so that CAs can relay them to service employees prior to an imminent failure. By integrating and extending design knowledge from two DSR projects, we derive four design principles (DPs) to prepare handovers. These DPs guided the implementation of a service script in a CA prototype to facilitate the elicitation of information from support seekers. Based on two evaluation episodes, we show that support seekers feel supported by the CA in disclosing information which results in elaborate input for subsequent processing by service employees after handover

The Subject Specialist in Higher Education - A Review of the Literature

Review of the changing role of the subject librarian over the perio