G526(P) A service evaluation of rapid response domiciliary respiratory physiotherapy in children with complex needs

2016 ◽  
Vol 101 (Suppl 1) ◽  
pp. A311.1-A311
Author(s):  
Z Johnstone ◽  
D Urquhart ◽  
L Noone ◽  
E Dhouieb
2020 ◽  
Vol 28 (9) ◽  
pp. 652-659
Author(s):  
Alex Filby ◽  
Wendy Robertson ◽  
Eugenia Afonso

Background Meeting the complex needs of pregnant migrants requires an innovative approach. Migrant women's experiences and opinions should directly guide service development if these needs are to be met effectively. Aims To evaluate the specialist migrant maternity service provided by Kings College Hospital London based upon users' experience and satisfaction. Methods A qualitative service evaluation via semi-structured, multi-lingual, in-depth interviews with 10 service users. Data was analysed using a general inductive approach for thematic analysis. Findings Positive aspects: access to midwife and referrals, provision of essentials and transport, respect and kindness of caregivers. Negative aspects: poor maternal nutrition, lack of access to hygienic infant-feeding equipment, lack of social support building and lack of service signposting. Conclusion Women conveyed a high level of satisfaction with the service. The negative aspects that persist are, arguably, not within the immediate remit of the maternity team, yet they negatively affect the health of these women, and therefore merit awareness raising if holistic care is to be achieved. Seven service recommendations have been made.


Stroke ◽  
2021 ◽  
Vol 52 (Suppl_1) ◽  
Author(s):  
Robin Dambrosio ◽  
Elizabeth Avis

Purpose: The Stroke Program manager (SPM) collaborated with the Rapid Response Team Nurses (RRTRN) to develop a facilitator process for patients in the intensive care units (ICU) presenting with stroke symptoms. The SPM developed a process to include activation of the Rapid Response Team (RRT) which included dedicated RRTRNs for all non-ICU stroke alerts (SA). This new SA improved care coordination, patient outcomes and improved the nurse work environment. The SPM identified the need for a similar SA process in the ICUs. Jointly, the SPM and RRTRNs developed a process to expand the RRTRN role to facilitate SAs in all ICUs. Methods: The SPM proposed involvement of the RRTRNs in the SA for ICU patients to the RRT Subcommittee with the support of nursing leadership. This new process would involve the RRTRN responding to all SA activations in the ICU. Care coordination shifted to a leadership couplet: the RRTRN and the ICURN. Implementation included specialized education orientation and scripted materials. The ICU RNs were educated on this unique process. This cutting edge process was incorporated into the RRT matrix to accommodate simultaneous RRT and SA alert activations. The RRTRNs provided efficient care coordination, dependable documentation, enhanced patient outcomes and support to the ICU RN. Evaluation: Utilizing RRTRNs as stroke facilitators bolstered the stroke alert process in the ICUS. When a patient exhibits sudden stroke like symptoms, the RRTRNs bring their expertise to the bedside, specifically by achieving the stroke metrics. ICU patients already have complex needs and the addition of a stroke complication is not a common occurrence. Creating this small group of “stroke experts” outside the ICU transferred easily into the ICU setting. Since its implementation, the facilitated 60 ICU SA focusing on the aspects of stroke care while the ICU nurse continues to maintain the critically ill patient. Implications for Practice: ICU are often very specialized in the care they deliver, but a stroke can traverse all of those specialties. Developing a small group of experts in stroke, provided consistency, support, and overall better care and outcomes for a patient when every moment counts. Utilizing the existing group of RRTRNs was fiscally sound as well as practical.


Critical Care ◽  
2011 ◽  
Vol 15 (4) ◽  
pp. R180 ◽  
Author(s):  
Kieran J Oglesby ◽  
Lesley Durham ◽  
John Welch ◽  
Christian P Subbe

2021 ◽  
Vol 80 (Suppl 1) ◽  
pp. 291.2-292
Author(s):  
A. M. T. Sweeney ◽  
J. Robson ◽  
C. Flurey ◽  
P. Richards ◽  
C. Mccabe ◽  
...  

Background:Nurse-led care in early RA is not well defined in the literature and the current recommendations.Objectives:This study aimed to develop an understanding of what comprises nurse-led care in early RA from the perspective of rheumatology nurse specialists.Methods:This was a qualitative study using semi-structured telephone interviews with rheumatology nurse specialists in England (Summer 2020). Interviews were audio-recorded, transcribed verbatim and analysed using inductive thematic analysis.[1]Results:Sixteen nurses were recruited and interviews lasted between 30 to 60 minutes. Seven themes were identified.Early disease managementCare was characterised by evidence-based RA management provided by experienced nurse specialists with a high degree of autonomy, in the context of a rheumatology multidisciplinary team. The aims of care were to: start treatment, keep in treatment, educate and support.’So treat to target...escalating treatment as necessary, and addressing any concerns that the patients might have’ (CNS14)Addressing psychosocial needsPatients with early RA experience shock, fear, anger, grief and denial while feeling unwell with pain and fatigue. Nurses use a holistic, person-centred and empathetic approach to address psychosocial needs, building a working relationship, listening and creating trust.’Because it all relates, and if they’re stressed because they’re not coping at work, then their arthritis isn’t going to be so good. So everything relates to one another really’ (CNS06)Monitoring treatment, disease impact and patient outcomesNurses monitor disease activity and disease impact using validated outcome measures and by asking questions during the consultation. Good outcomes are disease control, managing disease impact, medication and side effects, wellbeing and keeping in work.’When you get them stable, when you get them into remission, when they’re happy, when they’re feeling well, I think there’s lots of ways you can measure that’… (CNS13)Coordinating care, referring and signpostingNurses coordinate care, refer to other health professionals and signpost patients to relevant services and charities. Lack of access to psychology expertise was highlighted.‘And whilst most of us have got some degree of understanding of…self management, or psychology…we’re not psychologists’ (CNS02)Providing a ‘lifeline’Nurse-led telephone advice services provide a ‘lifeline’ for patients. If patients struggle, they can call and speak with a specialist who knows them and their RA well.’The advice line has been a lifeline to them, to be able to speak to someone, to be able to get a response quickly to their questions, they feel very well supported, they know that they can always call us’ (CNS16)Service evaluation and auditingThe individual clinics are reviewed regularly. Patients are asked for feedback on their experience of appointments, if their needs were met and about changes to the service....‘It’s really important to ask them initially what they expect to have from the consultation...We’ve always had really good feedback in general’… (CNS02)COVID-19 challenges and opportunitiesThe pandemic caused major disruptions to the services, prohibiting most face-to-face consultations which was an essential aspect of clinical assessments. Despite the challenges imposed by the pandemic, the services adapted fast, using telephone, video clinics and digital solutions, which streamlined procedures and improved documentation and communication.‘I do have to rely on them telling me what’s going on, because I can’t see it at the moment’ (CNS14)’With Covid we’re doing it over the telephone, and we’re getting them to watch the video [injection tutorial] before we have the appointment with them’ (CNS04)Conclusion:Nurse-led care in early arthritis is a specialist service, addressing complex needs of patients, using evidence based and person-centred approaches. Innovation and service improvement are seen as part of the role.References:[1]Braun V, Clarke V. Successful Qualitative Research. First edition. London: SAGE 2013.Disclosure of Interests:None declared


2017 ◽  
Vol 41 (6) ◽  
pp. 330-336 ◽  
Author(s):  
Rob Macpherson ◽  
Claudia Calciu ◽  
Chris Foy ◽  
Kim Humby ◽  
Dave Lozynskyj ◽  
...  

Aims and methodTo evaluate outcomes for patients during their admission or in the first year of treatment in two in-patient recovery units. Changes in health and social functioning, service use and need (rated by patients and staff) were evaluated.ResultsIn 43 patients treated, there was a large (30%) increase in patients discharged to their own tenancies, rather than supported accommodation. There was minimal change in Health of the Nation Outcome Scales (HoNOS) scores in the course of the admission but staff- and patient-rated unmet needs reduced and met needs increased. Needs changed mainly in domains relating to social functioning. Reductions in risk to self and others were rated by staff but not patients. There were no cases of patients being readmitted to acute hospital during the study period.Clinical implicationsAlthough these results offer some support to the treatment approach described in these in-patient recovery units, further research in larger samples is needed to identify how these services can best be deployed to help individuals with severe mental illness and complex needs.


2016 ◽  
Vol 9 ◽  
pp. 41-47
Author(s):  
Stefano Maffei ◽  
Beatrice Villari ◽  
Francesca Foglieni

The paper reflects about the need to introduce and develop approaches and tools for public services evaluation. Starting from the acknowledgment that investments in public services has dramatically increased over the last decade, we could state that they must also respond to new varieties of societal challenges and rising demands coming from service users. This pressure makes a strong push upon innovation considering that, if services must be designed to meet the complex needs of users, they also must reach a high rate of delivering cost efficiency.This article proposes an approach based on qualitative and quantitative measurements throughout the whole service design process in which service evaluation may represent a tool for value creation and a driver for innovation in public sector.Considering the emerging interest on evaluating design and innovation (OECD, 2010; European Commission, 2012) the authors try to explore existing evaluation methods for services in public sector, in order to define an evaluation framework that could support new innovation patterns. 


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