Improve your management skills, improve your clinical service

2013 ◽  
Vol 19 (2) ◽  
pp. 108-114
Author(s):  
Clare Oakley ◽  
Philip Sugarman

SummaryThis article sets out an approach to service improvement and development that depends on psychiatrists acquiring management skills, working with managers and selecting, understanding and using some structured business tools. These are essential elements in the development of clinical leadership and service vision and can add enormously to the improvement of patient care and treatment outcomes. It is important for psychiatrists to begin to acquire these skills during their training and to continue to develop them throughout their careers.

2021 ◽  
Vol 23 ◽  
pp. 30-33
Author(s):  
Ryan J. Hutten ◽  
Christopher R. Weil ◽  
Jonathan D. Tward ◽  
Shane Lloyd ◽  
Skyler B. Johnson

2021 ◽  
Vol 38 (9) ◽  
pp. A13.2-A13
Author(s):  
Fiona Bell ◽  
Andrew Hodge ◽  
Richard Pilbery ◽  
Sarah Whiterod

BackgroundIn early March 2020, a senior clinical support cell (SCSC) was established within Yorkshire Ambulance Service NHS Trust (YAS). The SCSC aimed to provide an additional layer of clinical leadership within the Emergency Operations Centre to support call centre and decision support for on-scene ambulance staff working in challenging circumstances. It was staffed by advanced practitioners, doctors and other senior paramedics with range of diverse skills from critical to urgent care. We aimed to understand the patterns of use of a SCSC for emergency 999 calls during the COVID-19 pandemic.MethodsRoutinely collected call data was retrospectively analysed to understand the patterns of use in the first three months of the service. The reason for the call, patient demographic and any regional differences were described. An anonymous survey was distributed to frontline ambulance crews to understand the reasons for contacting the SCSC, or not, and the outcomes of that contact for patient care.Results7296 patient care episodes received either a telephone triage by SCSC for 999 calls or 111 calls transferred for an emergency ambulance response (3160) or had telephone support provided to crews on scene (4136). Telephone triage accounted for 3160 calls where 642 cases (20.3%) resulted in a hear-and-treat outcome, and the findings suggest a low re-contact rate within 24 hours at 2.4%.The primary reasons for crews seeking support/advice from the SCSC were discharge advice or permission (37%); support for pathways in their area (25%); or for cases where patients refused care or conveyance (11%).ConclusionsSCSC was developed in response to the COVID-19 pandemic, and lessons can be learned to prepare for any future significant service challenges as a result of the rapid implementation of the SCSC and the clinical leadership required to support the pace of change and emerging clinical knowledge and practice.


AIDS ◽  
2019 ◽  
Vol 33 (8) ◽  
pp. 1379-1384 ◽  
Author(s):  
Anna M. Leddy ◽  
Janet M. Turan ◽  
Mallory O. Johnson ◽  
Torsten B. Neilands ◽  
Mirjam-Colette Kempf ◽  
...  

1969 ◽  
Vol 74 (1) ◽  
pp. 90-94 ◽  
Author(s):  
Alan S. DeWolfe ◽  
Robert P. Barrell ◽  
Fred E. Spaner

2018 ◽  
Vol 128 (2) ◽  
pp. 266-273 ◽  
Author(s):  
Prashant Gabani ◽  
Benjamin W. Fischer-Valuck ◽  
Tanner M. Johanns ◽  
Leonel F. Hernandez-Aya ◽  
Jesse W. Keller ◽  
...  

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