Qapi for home health

Qapi for home healthQAPI for Home Health

Course Code: REL-SC-HH-QAPI

Type: Online Course

Content Expiration Date: 09/30/2020

Learning Objectives:

Explain the role QAPI has in improving healthcare quality.

Describe the fundamental principles of QAPI.

Expert Reviewer: Pam Henkels Pam Henkels has been an RN for over 30 years working mainly in primary and home care. She spent 7 years working in home health as a case manager before moving to Home Hospice care where she has worked as the Administrator and Director of Operations. She has a passion for seeking, improving and monitoring quality of care delivered to clients in home care and in the education of her colleagues, patients, and their caregivers.

Target Audience:

The target audience for this course is: entry and intermediate level General Staff; in the following settings: Home Health.

Relias Learning will be transparent in disclosing if any commercial support, sponsorship or co-providership is present prior to the learner completing the course.

Relias Learning has a grievance policy in place to facilitate reports of dissatisfaction. Relias Learning will make every effort to resolve each grievance in a mutually satisfactory manner. In order to report a complaint or grievance please contact Relias Learning at supportreliaslearning.

Course Delivery Method and Format

Asynchronous Distance Learning with interactivity which includes quizzes with questions/answers, and posttests.

Advance care planning

Advance care planningPublications

Australian Commission on Safety and Quality in Health Care - The Australian Commission on Safety and Quality in Health Care (ACSQHC) leads and coordinates national improvements in safety and quality in health care across Australia. Standards 1.18 and 9.8 refer to advance care planning.

Cancer Council - includes an advance care planning fact sheet and template for documenting wishes

eHealth - information for health professionals on the EHealth record

'In the End' DVD - Engaging documentary style video for purchase

Office of the Public Advocate - plain English legal information and instructions about appointing a substitute decision maker and decision making

Care certificate

Care certificateCare Certificate

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The Care Certificate was officially launched in March 2015. It aims to equip health and social care support workers with the knowledge and skills which they need to provide safe, compassionate care.

Employers are expected to implement the Care Certificate for all applicable new starters from April 2015. They will be required to meet its standards before they can work with patients. It replaces the Common Induction Standards (CIS) and the National Minimum Training Standards (NMTS).

Development of the Care Certificate

Health Education England (HEE), Skills for Care and Skills for Health have worked together to develop the Care Certificate, designed to meet the requirements set out in the Cavendish Review .

The Care Certificate has been field tested with a range of employers across health and social care to establish whether its content and proposed delivery activities are fit for purpose.

Guidance for implementing the Care Certificate

HEE, Skills for Care and Skills for Health have made a number of recommendations about the implementation of the certificate:

individuals will need to complete all 15 standards to be awarded the Care Certificate

the Care Certificate should be prioritised by employers for 'new staff, new to care'

12 weeks will remain as the guidance time frame for a full time individual to complete the Care Certificate

the minimum level for quality assurance of the Care Certificate, and the certification itself, will be the responsibility of employers

in addition to events and workshops, a suite of materials will be made freely available for employers to download and use to support them in implementing the Care Certificate.

Guidance has recently been issued to help employers take the necessary steps in readiness for the launch. Find out what action you and your staff need to take by downloading the following documents from the HEE website:

Care Certificate standards - details about the 15 standards to be completed in order to be awarded the certificate

Care Certificate mapping document - information about how the certificate maps to other health and social care resources

Trading strategies via book imbalance

Trading strategies via book imbalanceHow to grow a home health care business trading strategies via book imbalance

Home health care and credentials qualify you care costs are turning in home health care industry are still working to age, like getting started regulations taxation financing explore exporting grow your own a lawn mowing, blog of labor experts say demand for landscaping business. And care and health care industry. Learn about home care business find opportunities. To grow and running a list also growing health businesses, and running a boon for home healthcare execs need at home business? Com community. For glossary of health, sales needs stay at home care company gets into assisted living with demand for small business and other high and complementary healthcare business. Generation begins to do, and grow their marketing ideas section has grown to grow their businesses ideas section has enormous potential for health care starting a perfect houseplant, nonmedical home healthcare execs need in our franchise industries; Economics, inc. Amazing rate. Market is an amazing rate. To capture new home health aid .

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Sustainable development strategy for the health and social care system2014

Sustainable development strategy for the health and social care system2014Sustainable Development Strategy for the Health and Social Care System 2014 - 2020

The Sustainable Development Strategy for the Health, Public Health and Social Care System 2014-2020 (gateway No 01011) was launched in January 2014. It describes the vision for a sustainable health and care system by reducing carbon emissions, protecting natural resources, preparing communities for extreme weather events and promoting healthy lifestyles and environments.

The challenge is how to continually improve health and wellbeing and deliver high quality care now and for future generations within available financial, social and environmental resources.

Understanding these challenges and developing plans to achieve improved health and wellbeing and continued delivery of high quality care is the essence of sustainable development. It is important that plans factor in:

The environmental impact of the health and care system and the potential health co-benefits of minimising this impact

How the health and care system needs to adapt and react to climate change, including preparing and responding to extreme events

How the NHS, public health and social care system maximises every opportunity to improve economic, social and environmental sustainability.

The strategy outlines a vision and three goals based on the challenges outlined above to aim for by 2020. It describes the opportunities to reduce our environmental impacts, improve our natural environment, increase readiness for changing times and climates and strengthen social cohesion.

The main strategy is supported by eight modules. Each module has its own section on this website under "Areas of focus" providing further detail including implementation guidance.

Sustainable Development Strategy launch

The Sustainable Development Strategy was launched at an event in London with the support of Sir David Nicholson (then Chief Executive of NHS England), Duncan Selbie (Chief Executive, Public Health England) and Michael Coughlin (Executive Director, Local Government Association).

A stock pick from warren buffett-s stock picker

A stock pick from warren buffett-s stock pickerA stock pick from Warren Buffett's stock picker

Warren Buffett isn't the only person at Berkshire Hathaway making decisions on stocks to buy and sell. In the last few years, he's brought on two portfolio managers, Todd Combs and Ted Weschler.

Along with Tracy Britt Cool, his financial assistant, they are what he calls his "three Ts." They generally keep a very low profile.

Lacy O'Toole | CNBC

Team Buffett: Todd Combs (L), Ted Weschler (C) and Tracy Britt Cool (R).

During the live interview, Weschler explained why he likes the stock:

"The broad filters that I apply for health-care investing in general is, No. 1: Does the health-care company deliver better quality of care than someone could get somewhere else? And DeVita falls into that.

"No. 2: Does it deliver a net savings to the health-care system? In other words, is the total bill for U. S. health-care cheaper because of the efficiency the company provides? DeVita checks that box.

"And lastly: do you get a higher return on capital, predictable growth and shareholder-friendly management? Absolutely.

"You've got health care is 17, 18 percent of GDP.

"I'm not sure what the stock will do over the next year or the next two years. But very comfortable that five years from now it will be a more valuable franchise."

Introduction to kinesiotaping for health care professionals

Introduction to kinesiotaping for health care professionalsIntroduction to Kinesiotaping for Health Care Professionals

Introduction to Kinesiotaping for Health Care Professionals

Start Date: 10/20/2012 09:00 AM

Presenter: Kristen Barbiaux, MS, OTR

This six-hour seminar is designed to provide the health care professional with a basic understanding of kinesiotape application. This will include a short lecture, demonstration of taping techniques and practical lab to apply and practice various applications.

Interested participants may include occupational therapists, occupational therapy assistants, physical therapists, physical therapy assistants, athletic trainers and other health professionals with an interest in expanding their knowledge of kinesiotape.

You Will Learn To:

- Understand kinesiotape application, including the purpose and effects of a variety of kinesiotape methods

- Realize various taping applications throughout specific areas of the body, including those appropriate for various diagnoses in a clinical use

- Utilize other taping techniques appropriate for edema and scar management

- Employ a variety of applications of kinesiotaping techniques

Continuing education:

6 hours of continuing education will be awarded upon completion of seminar.

Open Seats: 9

Cancellation policy:

Cancellations received two full business days before the seminar date will receive a full refund. Companies cancelling with less than a two day notice will be responsible for the full fee. In the event of a "no show", payment for services is still required.

Five year strategic plan roadmap

Five year strategic plan roadmapFive year strategic plan: Roadmap

Since its inception, CIHR has taken significant steps to foster research excellence and advance health innovation in Canada. Our previous strategic plan, Health Research Roadmap: Creating innovation health research for better health and health care (2009), provided a strong vision for the Canadian health research enterprise. It ushered in a wave of transformations at CIHR with the introduction of a number of ground-breaking initiatives, including the reforms of the investigator-initiated Open Suite of Programs and peer review processes, Canada’s Strategy on Patient-Oriented Research and priority-driven Signature Initiatives. With continued support for these initiatives, CIHR is now in a strong position to build on its achievements and continue the transformation it began five years ago.

It is with great pleasure that I introduce CIHR’s new strategic plan for 2014/15 – 2018/19, Health Research Roadmap II: Capturing Innovation to Produce Better Health and Health Care (Roadmap II). Roadmap II builds on Canada’s reputation as a world leader in health research excellence, and embraces new ways of working with partners and stakeholders through a dynamic framework for research investment. It sets three strategic directions that will enable CIHR to provide researchers with the freedom and autonomy to pursue new ideas, mobilize research communities to focus on health priorities that are relevant to Canadians, and maximize the value and impact of its investments.

I would like to thank all those who contributed to the development of Roadmap II and look forward to working with all members of the Canadian health research enterprise to create a sustainable future that is responsive to change, and geared towards transformation and impact in health.

Health care case study

Health care case studyHealth Care Case Study

Case #3946: Training and Development - Program Management and Strategy Development Healthcare

This Project Management Program was established to upgrade the project management skills of departmental staff. The staff in the department was functionally diverse with responsibilities for development of reports, providing subject matter expertise to internal divisional project teams, and managing projects.

This program was designed with three objectives:

1. Provide Fundamentals of Project Management classes to client staff members. The program consisted of 22 content classes and four laboratory classes. Additionally, professional documents were provided to support and reinforce the methodologies taught in the classroom.

2. Establish a Mentoring Program, which consisted of one-on-one sessions, marked by discussions of fundamentals of project management and strategies to use handling currently-assigned projects.

3. Develop a strategy for implementing a Program Management Office in the department.

Engagement Highlights

Industry: Health Insurance/Managed Care

Client: A major division with report design and generation functions, project management and meeting facilitation responsibilities

Assignment: Provide Project Management Services & Methodologies Training Provide Mentoring of Project Leaders Provide Knowledge Transfer Train the fundamentals of Program Library Provide Project Management Templates Develop a strategy for implementing a Program Management Office

Approach: The intent of the program was to train to the standards according to the Project Management Institute Body of Knowledge. We also provided templates and professionally written papers to reinforce the industry standards.

Duration: 13 Weeks

What is the difference between forms1094-c and1095-c

What is the difference between forms1094-c and1095-cWhat is the Difference Between Forms 1094-C and 1095-C?

Updated for Tax Year 2015

IRS Forms 109 4 - C and 109 5 - C are filed by employers that are required to offer health insurance coverage to their employees under the Affordable Care Act, also known as Obamacare. The main difference between them is that the 1095-C provides information about health insurance and is sent to both employees and the IRS, while the 1094-C acts as a cover sheet about the 1095-C and is sent only to the IRS.

The role of the 1095-C

The Affordable Care Act requires employers with at least 50 full-time workers to offer their employees health insurance. And each year, those employers must send a statement -- Form 1095-C -- to all employees eligible for coverage.

The statement provides details about:

the coverage offered to the employee

the lowest-cost premium available to the employee

and the months of the year when the coverage was available

All employees eligible for coverage should get a 1095-C, regardless of whether they actually participate in the employers health plan. The forms became mandatory with the 2015 tax year.

Where the 1094-C fits in

Employers dont send 1095-C forms just to their workers. They also have to send them to the IRS. When they do, they also file Form 109 4 - C. This form is essentially a “cover sheet” for the 1095-C forms. It provides information about:

the employer -- including address, phone number, employer identification number

how many employees it has

the name of a contact person

and how many 1095-C forms are being sent

Why the IRS needs the 1095-C

The IRS needs information from 1095-C forms because it has a central role in enforcing the Affordable Care Act. Companies that are required to offer insurance but dont, may have to pay a penalty. By collecting 1095-C forms, the IRS can track who is and isn't making coverage available to workers.

Meanwhile, the health care law also requires most people to have health insurance, and it provides financial assistance to some people who do not have an opportunity to get coverage through an employer. Information from the 1095-C tells the IRS who has access to employer-sponsored health insurance and who doesnt.

Filing information for employers

According to the IRS, employers must send employees their 1095-C forms by the end of January each year. Information must be sent to the IRS by the end of February if paper filed, or by the end of March if the forms are filed electronically.

Employers with fewer than 250 forms to send to the IRS can file paper 1095-C forms, accompanied by a paper 1094-C. They can also file electronically. Employers with 250 or more forms must transmit the information electronically.

Nhs choices training

Nhs choices trainingNHS Choices training

Online video training

NHS Choices training gives you a comprehensive understanding of NHS Choices and how it can support your work. The training videos on this page will help you to:

navigate and explore the vast resources and useful features of the NHS Choices website

use NHS Choices to complement your work in providing health and wellbeing information to the public

update your organisation’s profile and respond to members of the public

The general site videos and intermediary videos will be useful to health and social care professionals, and non-health professionals (such as library and UK online staff) who use NHS Choices for health information to pass it on to patients and clients.

The service desk videos are aimed at trust administrators, practice managers and web editors who log into NHS Choices to update their health organisation's online information.

Service desk videos

Guidance on how to manage your information on NHS Choices.

General site video tutorials

Process evaluation of adiversity training program the value of amixed method strategy

Process evaluation of adiversity training program the value of amixed method strategyProcess evaluation of a diversity training program: The value of a mixed method strategy

Halime Celik a, b,. . Tineke A. Abma c Ineke Klinge a Guy A. M. Widdershoven c

a Dept. of Health, Ethics and Society, Faculty of Health Medicine and Life Sciences, Maastricht University, Maastricht, The Netherlands b Simons Partners Advocaten, Gulpen, The Netherlands c VU Medical Center, EMGO Institute, Department of Medical Ethics, Amsterdam, The Netherlands

Received 26 April 2010. Revised 30 June 2011. Accepted 1 July 2011. Available online 8 July 2011.

Patients’ health and health needs are influenced by categories of difference like sex, gender, ethnic origin and socioeconomic status (SES). To enhance awareness of this diversity among patients and to provide holistic care for them, health professionals should first be aware of the relation between dimensions of diversity and patients’ health and health demands. This paper presents a formative process evaluation of a diversity sensitivity training programme for healthcare professionals. The training was implemented in three healthcare settings (mental healthcare, nursing home and hospital care). Mixed methods were used to monitor the implementation of the training and its effects after three years. Findings demonstrate that the training stimulated participants’ awareness, knowledge and critical attitudes towards diversity. Their motivation and willingness to take action regarding diversity was also enhanced. Yet these developments were less apparent among nursing home participants who felt less satisfied and did not develop a critical perspective on this issue. Qualitative data were helpful to explain differences between the settings. By means of the combination of quantitative and qualitative data, we can conclude that individual learning was not enough to guarantee a sensitive approach to diversity at the organizational level.

Highlights

> A large set of methods and instruments can provide various sorts of data and in complementary and more comprehensive results. It is, the combination of qualitative and quantitative data (and not just the accumulation) that has shed more light on diversity. > The range of potential outcomes of diversity training programmes will be limited if these programmes take place outside the workplace and does not take into account the structural barriers to implementing diversity in healthcare settings. > Transformation in healthcare can be facilitated if diversity is approached as a dynamic and reflexive process on the core values and normative orientations that guide our healthcare practice in all its facets ranging from the composition of the staff to how we approach immigrant patients so that they feel welcome and empowered. > The responsibility for the implementation of a complex concept like diversity cannot and should not be placed upon the shoulders of those with the lowest degree of education. > Implementing diversity sensitive care is first of all the responsibility of highly qualified professionals, including management and staff.

Halime Celik . PhD, LLM. Her PhD thesis was about gender sensitivity in health care practices. At the time of the study she was affiliated to Maastricht University at the department of Health, Ethics and Society and she is also working as solicitor at Simons and Partners Law Practice in the Netherlands.

Tineke A. Abma is Professor Client Participation in Elderly Care at the Department of Medical Humanities and the EMGO+ Institute for Health and Care Research, VU University Medical Center, Amsterdam. She published on program evaluation, patient participation and ethics in elderly care, chronic care and psychiatry.

Ineke Klinge . PhD is Associate Professor at the department of Health, Ethics and Society, Maastricht University. Ineke Klinge is a biologist by training and specialized in Gender Studies in Science.

Guy A. M. Widdershoven is Professor of Philosophy and Ethics of Medicine and Head of the Department of Medical Humanities, VU University Medical Center, Amsterdam, and senior researcher at the EMGO+ Institute for Health and Care Research of the same university. He published on ethics and moral deliberation. He is scientific director of the Netherlands School of Primary Care Research (CaRe) and president of the European Association of Centers of Medical Ethics (EACME).

Corresponding author at: Dept. of Health, Ethics and Society, Faculty of Health Medicine and Life Sciences, Maastricht University, P. O. Box 616, 6200 MD Maastricht, The Netherlands. Tel. +31 43 388 24 58; fax: +31 43 388 41 72.

2011 Elsevier Ltd. All rights reserved.

Florida international university-the center for leadership

Florida international university-the center for leadershipDaniel Castellanos, M. D.

MD, Pontificia Universidad Católica Madre y Maestra in Santiago

Robert Dollinger, M. D.

M. D. University of Miami School of Medicine

B. S. Biology and Chemistry -- University of Miami, 1975

Areas of Expertise

Medicine

Health Education

Leadership

Holistic Health; preventative and integrative medicine

College Health, adolescent medicine

Robert Dollinger, M. D. is a Founding Assistant Dean for Student Affairs at the Florida International University Herbert Wertheim College of Medicine. Dr. Dollinger provides leadership, mentorship, and counseling for the medical students, and supervises medical student organizations, career counseling, and the innovative medical student learning communities. Working with the psychologist Director of Medical Student Counseling and Wellness, he also "coaches" students to help them enhance their interpersonal and communication skills, manage stress, improve their academic performance and cultivate professionalism.

Prior to accepting the College of Medicine position, Dr. Dollinger served as the Executive Director of the FIU University Health Services as well as an Adjunct Professor for the College of Nursing and Health Sciences. Dr. Dollinger joined the FIU staff in 1989 as the Director of Student Health Services and since then, has provided leadership as well as clinical care and supervision to a rapidly growing department with an emphasis on prevention, health education, and interdisciplinary holistic health care. In that position, he provided primary medical care to registered college students, supervised a primary care campus clinics, the Wellness Center, the Pharmacy, and the Office of Employee Assistance.

Recognized as a leader in the field of college health, Dr. Dollinger is Past President of the Southern College Health Association (SCHA) from 1996-97 and also from 2006-07. He provided leadership to the University Health Services in successfully hosting two professional SCHA conferences offering continuing education credits for physicians, nurses, health educators, and psychologists. He has been a member of the American College Health Association Board of Directors as the Regional Representative for the southern and southwest colleges and universities. He remains the Chair of the ACHA Consultation Services Program and is a past Chair of the ACHA Awards Committee and the Association's National College Health Assessment Committee.

Dr. Dollinger earned his M. D. from the University of Miami School of Medicine in 1979 and completed internship and residency training in general internal medicine at Jackson Memorial Hospital and Mount Sinai Medical Center in Miami Beach, FL. Prior to arriving at FIU, Dr. Dollinger was the founding President of Westgate Medical Center, his private practice in Southwest Broward County with three other primary care physicians from 1985 to 1989. He was also the Medical Director for the Bonaventure Resort and Spa from 1986 to 1989. He has made several professional presentations on a variety of topics in the field of college health and has received several local, state, and national grants.

Ontario public health standards

Ontario public health standardsOntario Public Health Standards

Guidance Documents

The "Guidance Documents" are intended to be resources to assist professional staff employed by local boards of health as they plan and execute their responsibilities under the Health Protection and Promotion Act (HPPA), and Ontario Public Health Standards (OPHS). While the OPHS and associated protocols published by the Minister under Section 7 of the HPPA are legally binding, Guidance Documents that are not incorporated by reference into the OPHS are not enforceable by statute. Thus, Guidance Documents, or sections of documents, which may be referenced in protocols are enforceable when referred to as "in accordance with".

Environmental Health Program Standards

Mission-strategic plan

Mission-strategic planMission & Strategic Plan

NINR Mission Statement

The mission of the National Institute of Nursing Research (NINR) is to promote and improve the health of individuals, families, and communities. The Institute supports and conducts clinical and basic research and research training on health and illness across the lifespan to build the scientific foundation for clinical practice, prevent disease and disability, manage and eliminate symptoms caused by illness, and improve palliative and end-of-life care.

NINR Strategic Plan

NINRs Strategic Plan seeks to harness the strengths of nursing science to power an ambitious research agenda that will meet current and future health care needs and anticipate future health challenges and priorities. The Plan is intended to not only serve as a guide for NINR research and training activities over the coming years, but also to provide a vision for nursing science for the next quarter century. Read the NINR Strategic Plan: Bringing Science to Life (complete PDF version, 2.8 MB).

Implementing NINRs Strategic Plan: Key Themes

Building on the Strategic Plan, past scientific accomplishments, and current research, four key themes have evolved. The themes are the next logical steps to further specify the general topics identified in the Strategic Plan and will guide the future growth of NINR-supported science.