scholarly journals Lessons learned from adapting a remote area health placement from physical to virtual: a COVID-19-driven innovation

2021 ◽  
Vol 12 ◽  
pp. 274-299
Author(s):  
Donna B. Mak ◽  
Kylie Russell ◽  
Dylan Griffiths ◽  
Daniel L. Vujcich ◽  
Roger Strasser
1996 ◽  
Vol 16 (1_suppl) ◽  
pp. 452-454 ◽  
Author(s):  
Dale M. Carruthers ◽  
Jennifer M. Whishaw ◽  
Mark A.B. Thomas ◽  
Geoffrey Thatcher

The Western Australian (WA) Remote Area Dialysis Programme was developed in 1988 due to the cultural need to dialyze an increasing number of aboriginal patients in their own communities, rather than relocating them up to 3000 km away in Perth. The success of the program relies on remote area health services (RAHS), which have no prior experience in continuous ambulatory peritoneal dialysis (CAPD), providing consistent routine and emergency medical care to the patients. Our aim was to standardize the care of all CAPD patients in remote WA by providing the RAHS with an easy -to-follow manual. Although the RAHS received treatment protocols and in-service education, consistent care was not always provided. We confirmed this by: (1) examining the existing quality assurance tools, peritonitis and hospital admission rates, (2) discussion with remote area staff regarding patients, and (3) informal assessment of remote area staff receptiveness to in-service education by a CAPD nurse. We identified the causes of the inconsistent care to be: (1) high remote area staff turnover (six months average for a registered nurse), (2) the protocols were difficult to follow, and (3) confusion for the RAHS as to the appropriate contact person at our hospital. In 1994, the situation was exacerbated by the dramatic increase in the number of patients and RAHS involved (14 new patients, bringing the total to 20 patients in 12 centers) plus the introduction of a second treating hospital (with differing protocols). A team of two CAPD nurses and two nephrologists was established, to collaborate with two remote area hospitals and the second treating hospital to produce the “Remote Area CAPD Manual.” The manual is an easy-to-follow, stepby-step guide for the management of CAPD by nondialysis personnel. It has led to improved management of CAPD, improvement in communication with RAHS, and the increased confidence of remote area staff in the management of CAPD patients. In conclusion, RAHS can give consistent care if provided with clear, concise guidelines.


2003 ◽  
Vol 11 (3) ◽  
pp. 138-144 ◽  
Author(s):  
Alexandra McCarthy ◽  
Desley Hegney ◽  
Leisa Brown ◽  
Peter Gilbar ◽  
T. Robert Brodribb ◽  
...  

Author(s):  
Sefrina Werni ◽  
Iin Nurlinawati ◽  
Rosita Rosita

Abstrak Setiap puskesmas harus menyelenggarakan Upaya Kesehatan Masyarakat (UKM) esensial tanpa melihat kriteria puskesmas. UKM esensial meliputi 5 jenis pelayanan, yaitu promosi kesehatan; kesehatan lingkungan; kesehatan ibu, anak, dan keluarga berencana; pelayanan gizi; dan pencegahan dan pengendalian penyakit. Tujuan dari penelitian ini dilakukan untuk memberikan gambaran pelaksanaan UKM esensial di puskesmas terpencil dan sangat terpencil di wilayah Indonesia. Data diperoleh dari hasil survei lokasi calon penempatan tim Nusantara Sehat Tahun 2016 sebanyak 131 unit puskesmas terdiri dari 74 puskesmas terpencil dan 57 puskesmas sangat terpencil. Hasil penelitian menunjukkan terdapat 87,0 persen puskesmas melaksanakan 5 jenis pelayanan esensial dan masih terdapat puskesmas yang hanya melaksanakan 3 jenis pelayanan yaitu sebesar 1,5 persen. Pelayanan kesehatan lingkungan merupakan jenis UKM esensial yang paling banyak tidak dapat diselenggarakan oleh puskesmas. Belum semua jenis tenaga kesehatan ada di puskesmas terpencil dan sangat terpencil. Terkait dengan pelaksanaan UKM esensial jenis tenaga yang masih kurang di daerah terpencil dan sangat terpencil yaitu dokter, tenaga kesling, tenaga pelaksana gizi dan tenaga kesehatan masyarakat. Peningkatkan kemampuan Puskesmas untuk menyelenggarakan UKM esensial secara menyeluruh baik di puskesmas terpencil maupun puskesmas sangat terpencil, perlu didukung dengan tenaga yang memiliki kompetensi sesuai dengan jenis UKM esensial. Abstract Every health center must organized an essential public health effort (essential UKM’s), without looking at the health center’s criteria. Essential UKM’s are consist of five programs, namely health promotion; environmental health; health of maternal, child, and family planning; nutrition services; and prevention and control of diseases. The purpose of this study is to get an overview of the implementation of the essential UKM’s in remote areas and very remote health centers. Data obtained from the survey of Healthy Archipelago team based placement in 2016, as many as 131 units of health centers, consisting of 74 remote area health centers and 57 very remote area health centers. Result of this study showed that 87,0 percent health centers organize a complete 5 programs of essential UKM’s, but there are 1,5 percent of health center that only organize three programs of essential UKM’s. Environmental health was an essential program that most would be un-organized by health center. Not all types of health workers are in remote and very remote health clinics. Associated with the implementation of essential UKM’s, personnels that are still lacking in remote and very remote areas is doctor, environmental health, nutritionist and public health. To improve the ability of the health center organized a complete essential UKM’s throughly both health center in remote areas and very remote areas, need to be supported by of human resources for health who have appropriate competence with essential UKM’s.


2004 ◽  
Vol 12 (5) ◽  
pp. 223-223 ◽  
Author(s):  
Chris Moorhouse ◽  
Chris Wilson

2003 ◽  
Vol 11 (3) ◽  
pp. 138-144
Author(s):  
Alexandra McCarthy ◽  
Desley Hegney ◽  
Leisa Brown ◽  
Peter Gilbar ◽  
T. Robert Brodribb ◽  
...  

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