Guy's and St Thomas'​ NHS Foundation Trust’s Post

It's exciting to see new findings presented at #ASH23 demonstrating that remote monitoring and continuous care management in the outpatient setting may reduce inpatient admission rates among patients receiving CAR T-cell therapy. #ASH23 #OncologyNurse #Nursing #lymsm #leusm #mmsm #CancerCare #CancerResearch #Nurse

HANOVER, VA - A year after HCA Healthcare first proposed an ultimately doomed project to build a hospital on Sliding Hill Road in Hanover, the health system is back with a new proposal for the same spot. HCA wants to build an outpatient surgical center with three general purpose operating rooms at 10054 Sliding Hill Road, which is just off of Interstate 95 near Ashland. According to a certificate of public need, or COPN, application filed this week with the state health department, HCA plans to relocate two existing operating rooms at Retreat Doctors’ Hospital in the Fan as well as one operating room at Henrico Doctors’ Hospital in western Henrico to outfit the proposed Hanover surgical center. The 18,000-square-foot center would be designed to offer surgeries for patients who don’t need to stay in a facility overnight. The surgical center project is HCA’s latest crack at expanding its presence in Hanover at the Sliding Hill Road property, following unsuccessful attempts last year to secure state approvals needed for a hospital and free-standing emergency center there. “Given the previous COPN decisions, HCA Virginia has continued evaluating how we provide care across the greater Richmond area. The proposed surgical center would significantly benefit our patients in those areas by improving access to high-quality surgical services from their preferred health system at a location much closer to home,” HCA spokeswoman Pryor Green said in an email. The health system’s application states that the project would create a more efficient distribution of surgical services in the region by pulling existing resources to the new location. HCA also said the center-based model, as opposed to service in a hospital setting, was more desirable among patients amid increasing demand for surgical services. The health system will need the state’s approval to move forward with the center. Virginia’s COPN program requires providers of medical care to secure the approval of the state health commissioner before establishing or expanding certain facilities and services. HCA’s facility, which it has dubbed the Middle Virginia Surgicenter, has a $20.8 million price tag that includes construction and equipment costs. The new center isn’t intended to replace an existing facility, according to the application. The surgery center would be located on the ground floor of a larger medical office building HCA has planned for the Sliding Hill site. It was unclear from the application how large the medical office building would be. The building itself would not need state approval to be built. It was also unclear how much the overall building would cost to build. For more, click on the link below. #escrowcredirt #newmarktitleservices

Current NHS patient waiting lists are at an all-time high with around 7.9m patients awaiting treatment according to recent reports... With the NHS already under pressure due a combination of funding, staff sickness, doctor strikes, an already dwindling number of doctors coming through the ranks and winter pressures just around the corner, how can we even consider the thought of starting to reduce patient waiting lists back to normal levels? Over the years, multiple Insourcing companies have popped up, offering bespoke services delivered on NHS Trust premises to help tackle rising waiting lists. These services can differ depending on the specific need of the Trust and service. In essence, they are providing additional resources, which include, doctors, nurses, and theatre staff to come on-site, predominantly over weekends, to start bringing down waiting lists to normal levels. As one of the leading medical recruitment agencies in the UK, Pertemps Medical have a long history of providing doctors and nurses to the NHS and having made long lasting relationships with NHS Trusts, we decided to turn our hand to insourcing just over two years ago. As an already established agency with a database of over 40,000 medical professionals on our database and vast connections within industry, we knew we would already have the advantage over many of our insourcing competitors, who must rely on finding staff via outsourced agencies, which in turn increases their costs for providing insourcing services. Within the short space of time that we’ve been running our insourcing service, we have seen well over 50,000 patients within the NHS and continue to do our bit to help reduce waiting lists. Our aim is to deliver bespoke services of the highest quality while following local policies, along with providing savings across the NHS Tarriff and we now appear on all NHS Insourcing Frameworks. Our team consists of highly skilled recruitment consultants with vast networks of Specialist Registered Consultants across all specialties, a Medical Director, Partnership Managers, Clinical Governance Lead and Operations Manager, guaranteeing peace of mind when choosing our service. We provide insourcing services in the following specialties: ·        Dermatology ·        Breast Screening/Imaging ·        Anaesthetics                            ·        Cardiology ·        ENT ·        Gastroenterology ·        General Surgery ·        Gynaecology ·        Neurology ·        Oncology ·        Oral & Maxillofacial ·        Orthopaedics ·        Radiology ·        Respiratory ·        Rheumatology ·        Urology ·        Psychiatry We are dedicated to ensuring high-quality patient care through the recruitment of medical professionals and supporting healthcare organisations with outstanding staffing solutions, empowering healthcare excellence. I'd be happy to discuss the benefits of our insourcing service in more detail. [email protected] 01908 062111

HISTORICAL IMPORTANCE OF OUTPATIENT DEPARTMENT(opd): Sir George Clark, however had suggested that opd as we know them today originated in the mid seventeenth century when , at the hotel Dieu in Paris, “six physicians were detailed for regular sessions on Wednesdays and Saturdays, advising the poor individually and consulting together when necessary. The Paris innovation led directly to the dispensary of the royal college of physicians, which was opened in 1696 and closed again in 1725. Apart from the west minister dispensary (1715) no more were founded in london until the successful aldersgate dispensary was opened in 1770. The concept of outpatient care which started, slowly ultimately led to the widespread development of 2 types of institutions that at first were closely related- the dispensaries and the outpatient departments of the voluntary hospitals. Both institutions provided care on a charitable basis for the poor outside the hospital wards, and outpatients, like inpatients, needed a subscribers letter of recommendation to show that they were “ proper objectives of charity” . Originally this rule was strictly enforced, but there were a few institutions where no recommendation was required. The royal free hospital(hence its name) being the best known. This scale on which opd was provided at voluntary hospitals was until the middle of nineteenth century so small that it was really more of a token charitable gesture than an attempt to provide a comprehensive service for the poor outside the hospitals. Then, during 1835-50 opd attendance began to increase much faster than inpatient admissions and the numbers continued to rise until around the beginning of the century. Source- British medical journal, 1978, 1, 974-977. Priya Darshini P. M. ASCI Post Graduate Diploma in Hospital Management . HOTEL DIEU IN PARIS

The kanji 控 translates to "to hold back," "to refrain", "to abstain", and "to be moderate". Its etymology is rooted in a composite ideogram that features both a semantic and a phonetic component. The character 空 (kū) combines 穴, which signifies a "hole", with a phonetic element エ. This character, similar to 孔 (kō), represents a recessed or formed hole. The kanji 控 incorporates the symbol for "hand", which is 手, alongside the phonetic element 空. This combination suggests the notion of receding or stepping back. The term 扣 (kō), meaning to "sink" or "decrease", has evolved from a variation in the word's ending. The integration of these characters and their associated meanings leads to the overall sense of the word "控える" which conveys the idea of staying nearby, ready and waiting, perhaps indicative of a sense of restraint or preparedness. With the aging population, the demand for home medical care is on the rise. Beyond traditional hospitalizations and outpatient treatments, there's a growing need for medical care in the homes of elderly patients and caregiving facilities. In response to this demand, the structure of home medical care has been gradually evolving. Notably, the introduction of Home Medical Care Support Clinics (HMCSC) in 2006 is viewed as the primary bearer of this responsibility. However, the number of these clinics is limited, constituting only a small percentage of general clinics, indicating room for further expansion. Home medical care varies widely, encompassing emergency house calls, regular house calls, and 24-hour services. In Japan, until the 1970s, it was common for patients to call doctors to their homes in emergencies. With advancements in diagnostic techniques and the ability to provide advanced tests and treatments in medical facilities, the trend shifted. By the 1970s, the focus of medical care had shifted to hospitals and outpatient clinics. In contrast, regular house calls, primarily for patients with chronic illnesses, have been expanding. Such visits are set in advance, offering medical services to patients with disabilities or terminal illnesses at home. The concept of these visits was introduced in a 1986 medical fee revision. One of the most critical components of home medical care is its 24-hour availability. Many patients receiving home medical care are more frail than those visiting medical facilities. Their conditions can change abruptly, necessitating emergency responses. HMCSCs play a vital role in home medical care. These clinics are designed to provide comprehensive care for home-based patients in a community. And there you have it - another dip into the profound ocean of the Japanese language! If you've enjoyed this journey and appreciated our expertise, remember: when it comes to localizing your games, leave it to the specialists. We don't just translate, we understand. #gamedev #indiedev #gameloc #translation #localization #translate #localize #l10n

REMOVING BARRIERS TO CARE The following strategies provide a helpful starting point for recognizing and removing barriers to care that may exist in your practice or community. Patients need support, not blame. Many clinicians focus on patient-related factors as the causes of problems and neglect provider- and system-related causes. If patients are not supported, they do not feel empowered. And patients who do not feel empowered are more likely to have negative attitudes towards prescribed treatment. Remember that several barriers may be present at the same time. The ability of patients to follow treatment plans in an optimal manner is frequently compromised by more than one barrier. Addressing one barrier without addressing the others is rarely productive. Individually tailored interventions are required. No single strategy works for all patients. Interventions must be adapted to incorporate the values and experiences a particular patient has absorbed from family, culture, religion, gender, socioeconomic status, and past experience with the illness. This requires a thorough assessment of each patient. Follow-up is mandatory. Patients are at different stages of readiness to accept health recommendations. In addition to assessing a patient's readiness, follow-up is a means for supporting patient efforts. Health professionals need to be trained to deal with barriers. Current medical schools, residency programs, and continuing education systems are oriented mainly to acute care training in the hospital. Students are often exposed to mediocre and disorganized examples of outpatient chronic disease care.16 Outpatient management of chronic disease and ways to address barriers to care do not receive the emphasis required to effect change. Centers of practice excellence for outpatient chronic disease care are needed both for training and for the development of innovative ways of dealing with barriers to care. Clinicians need to recognize the challenge of clinical and therapeutic inertia. The "inertia barrier" is defined as a failure to intensify therapy when treatment goals are unmet. To overcome this barrier, clinicians need trustworthy data systems that inform them of how well they are doing at achieving quality goals (eg, how many patients with diabetes have achieved an HbA1c of less than 7%). At present, most do not seem comfortable with data that show how well they are meeting treatment goals. This may be because most of their experience with such data involves data generated by insurance companies; thus, they tend to be skeptical about the intent of data collection. Overcoming the inertia barrier will require meaningful clinician involvement in treatment goal definition, data collection methods, and peer teaching of ways to address unmet treatment goals. Community resources can help deal with some barriers. Social and economic issues are often best resolved through the mobilization of community organizations.