The Experts below are selected from a list of 162 Experts worldwide ranked by ideXlab platform

Panel Abstract - One of the best experts on this subject based on the ideXlab platform.

  • SERVICING THE HCI NEEDS OF LARGE ORGANISATIONS
    Human-Computer Interaction, 2005
    Co-Authors: Panel Abstract
    Abstract:

    As a still-emerging field, Human-Computer Interaction (HCI) has enjoyed varying uptake within large organisations. Some organisations have established centralised groups to service HCI needs across the business. This panel aims to explore how three Australian organisations have approached such a service and how successful they have been. We will discuss issues such as how to justify and promote HCI services internally, the role of Executive Sponsorship, and the benefits (or otherwise) of high-profile assets such as usability laboratories. Panellists will cover tips and traps for establishing and building a centralised HCI function within large organisations.

Sheral Rifat - One of the best experts on this subject based on the ideXlab platform.

  • Implementation fidelity of a nurse-led falls prevention program in acute hospitals during the 6-PACK trial
    BMC Health Services Research, 2017
    Co-Authors: Renata Morello, Anna Barker, Darshini Ayton, Fiona S. Landgren, Jeannette Kamar, Keith D. Hill, Caroline Brand, Catherine Sherrington, Rory Wolfe, Sheral Rifat
    Abstract:

    When tested in a randomized controlled trial (RCT) of 31,411 patients, the nurse-led 6-PACK falls prevention program did not reduce falls. Poor implementation fidelity (i.e., program not implemented as intended) may explain this result. Despite repeated calls for the examination of implementation fidelity as an essential component of evaluating interventions designed to improve the delivery of care, it has been neglected in prior falls prevention studies. This study examined implementation fidelity of the 6-PACK program during a large multi-site RCT. Based on the 6-PACK implementation framework and intervention description, implementation fidelity was examined by quantifying adherence to program components and organizational support. Adherence indicators were: 1) falls-risk tool completion; and for patients classified as high-risk, provision of 2) a ‘Falls alert’ sign; and 3) at least one additional 6-PACK intervention. Organizational support indicators were: 1) provision of resources (Executive Sponsorship, site clinical leaders and equipment); 2) implementation activities (modification of patient care plans; training; implementation tailoring; audits, reminders and feedback; and provision of data); and 3) program acceptability. Data were collected from daily bedside observation, medical records, resource utilization diaries and nurse surveys. All seven intervention components were delivered on the 12 intervention wards. Program adherence data were collected from 103,398 observations and medical record audits. The falls-risk tool was completed each day for 75% of patients. Of the 38% of patients classified as high-risk, 79% had a ‘Falls alert’ sign and 63% were provided with at least one additional 6-PACK intervention, as recommended. All hospitals provided the recommended resources and undertook the nine outlined program implementation activities. Most of the nurses surveyed considered program components important for falls prevention. While implementation fidelity was variable across wards, overall it was found to be acceptable during the RCT. Implementation failure is unlikely to be a key factor for the observed lack of program effectiveness in the 6-PACK trial. The 6-PACK cluster RCT is registered with the Australian New Zealand Clinical Trials Registry, number ACTRN12611000332921 (29 March 2011).

  • Implementation fidelity of a nurse-led falls prevention program in acute hospitals during the 6-PACK trial
    BMC Health Services Research, 2017
    Co-Authors: Renata Morello, Darshini Ayton, Fiona S. Landgren, Jeannette Kamar, Keith D. Hill, Catherine Sherrington, Rory Wolfe, Anna L. Barker, Caroline A. Brand, Sheral Rifat
    Abstract:

    Background When tested in a randomized controlled trial (RCT) of 31,411 patients, the nurse-led 6-PACK falls prevention program did not reduce falls. Poor implementation fidelity (i.e., program not implemented as intended) may explain this result. Despite repeated calls for the examination of implementation fidelity as an essential component of evaluating interventions designed to improve the delivery of care, it has been neglected in prior falls prevention studies. This study examined implementation fidelity of the 6-PACK program during a large multi-site RCT. Methods Based on the 6-PACK implementation framework and intervention description, implementation fidelity was examined by quantifying adherence to program components and organizational support. Adherence indicators were: 1) falls-risk tool completion; and for patients classified as high-risk, provision of 2) a ‘Falls alert’ sign; and 3) at least one additional 6-PACK intervention. Organizational support indicators were: 1) provision of resources (Executive Sponsorship, site clinical leaders and equipment); 2) implementation activities (modification of patient care plans; training; implementation tailoring; audits, reminders and feedback; and provision of data); and 3) program acceptability. Data were collected from daily bedside observation, medical records, resource utilization diaries and nurse surveys. Results All seven intervention components were delivered on the 12 intervention wards. Program adherence data were collected from 103,398 observations and medical record audits. The falls-risk tool was completed each day for 75% of patients. Of the 38% of patients classified as high-risk, 79% had a ‘Falls alert’ sign and 63% were provided with at least one additional 6-PACK intervention, as recommended. All hospitals provided the recommended resources and undertook the nine outlined program implementation activities. Most of the nurses surveyed considered program components important for falls prevention. Conclusions While implementation fidelity was variable across wards, overall it was found to be acceptable during the RCT. Implementation failure is unlikely to be a key factor for the observed lack of program effectiveness in the 6-PACK trial. Trial registration The 6-PACK cluster RCT is registered with the Australian New Zealand Clinical Trials Registry, number ACTRN12611000332921 (29 March 2011).

Lynne P. Cooper - One of the best experts on this subject based on the ideXlab platform.

  • HICSS - Capturing Knowledge via an "Intrapedia": A Case Study
    2011 44th Hawaii International Conference on System Sciences, 2011
    Co-Authors: Mark B. Rober, Lynne P. Cooper
    Abstract:

    This paper presents a case study showing how wiki technology was applied in a high-tech organization to develop an "intrapedia" for the capture of corporate knowledge. The descriptive case study follows the Wired intrapedia from conception, through the grass-roots development, and emergence as an enterprise-level resource. Results suggest that (1) under certain conditions, Executive Sponsorship is not a pre-requisite for knowledge system success and (2) that natural relationships between Gen Y and Baby Boomer employees could be leveraged for knowledge capture.

  • Capturing Knowledge via an "Intrapedia": A Case Study
    2011 44th Hawaii International Conference on System Sciences, 2011
    Co-Authors: Mark B. Rober, Lynne P. Cooper
    Abstract:

    This paper presents a case study showing how wiki technology was applied in a high-tech organization to develop an "intrapedia" for the capture of corporate knowledge. The descriptive case study follows the Wired intrapedia from conception, through the grass-roots development, and emergence as an enterprise-level resource. Results suggest that (1) under certain conditions, Executive Sponsorship is not a pre-requisite for knowledge system success and (2) that natural relationships between Gen Y and Baby Boomer employees could be leveraged for knowledge capture.

Kylie Ormrod - One of the best experts on this subject based on the ideXlab platform.

  • Making a Difference: Patient Centred, Integrated Care in a General Practice Setting
    International Journal of Integrated Care, 2016
    Co-Authors: Kylie Ormrod
    Abstract:

    Introduction: New Zealand’s population is growing, ageing and living longer with ensuing increases in chronic disease. At the same time, the healthcare system is under increasing financial and workforce pressure due to the pattern of demand. Sustainable intervention and new models of care are needed to meet and manage this demand and improve efficiency and effectiveness. This project is a government funded, year-long demonstration of a new model of integrated and patient-centred care that is delivered in primary care settings which supports and empowers patients with chronic disease to successfully manage their conditions. Project description: An integrated model based on care planning where health goals are set in partnership with patient and clinician is being demonstrated in two general practices with different geographical locations, patient populations and business models. A shared information technology platform and access to multidisciplinary input is designed to enable coordinated management while flexible funding allows individualised interventions and more effective and patient-centred care. Emphasis has been placed on the change management processes and business modelling required to sustainably implement the model with transferrable lessons captured to inform the roll out of future initiatives. Key findings: The shift from a traditional business model to an integrated and patient-centred care model requires considerable change support. It has been more successful with active and visible ‘Executive’ Sponsorship from within the practice, along with a dedicated change management coach. The model works best when implemented as a whole practice approach. It requires clear and effective internal communication and on-going training for all roles. Quality care planning that incorporates psycho-social needs alongside the traditional medical focus and coordination of appropriate services is contributing to valuable patient outcomes. These include better engagement and patient experience, medication adherence, preliminary reductions HbA1c levels and continuity of care, among other benefits. Highlights: Improved patient outcomes and stories are evident, for example; HbA1c reductions through ascertaining barriers to healthy eating (e.g. lack of an oven at home), or phobia of needles causing the patient to not want to take insulin. The pace of change that can be achieved when you have an Executive sponsor who can commit resources and get the practice team involved, on-board and engaged has been a highlight. Conclusion: The approach is demonstrating improved patient outcomes. Implementation of a model of this scope requires investment in change management as well as consideration of the financial and time impacts on privately owned general practices; and has been specifically implemented in order to achieve sustainability and transferability.

  • Making a Difference: Patient Centred, Integrated Care in a General Practice Setting / Marcando la diferencia: Centrado en el paciente, Atención Integral en el marco de la Medicina General
    International Journal of Integrated Care, 2015
    Co-Authors: Kylie Ormrod
    Abstract:

    Introducton: New Zealand’s population is growing, ageing and living longer with ensuing increases in chronic disease. At the same time, the healthcare system is under increasing financial and workforce pressure due to the pattern of demand. Sustainable intervention and new models of care are needed to meet and manage this demand and improve efficiency and effectiveness. This project is a government funded, year-long demonstration of a new model of integrated and patientcentred care that is delivered in primary care settings which supports and empowers patients with chronic disease to successfully manage their conditions. Project description: An integrated model based on care planning where health goals are set in partnership with patient and clinician is being demonstrated in two general practices with different geographical locations, patient populations and business models. A shared information technology platform and access to multidisciplinary input is designed to enable coordinated management while flexible funding allows individualised interventions and more effective and patient-centred care. Emphasis has been placed on the change management processes and business modelling required to sustainably implement the model with transferrable lessons captured to inform the roll out of future initiatives. Key findings: The shift from a traditional business model to an integrated and patient-centred care model requires considerable change support. It has been more successful with active and visible ‘Executive’ Sponsorship from within the practice, along with a dedicated change management coach. The model works best when implemented as a whole practice approach. It requires clear and effective internal communication and on-going training for all roles. Quality care planning that incorporates psycho-social needs alongside the traditional medical focus and coordination of appropriate services is contributing to valuable patient outcomes. These include better engagement and patient experience, medication adherence, preliminary reductions HbA1c levels and continuity of care, among other benefits. Highlights: Improved patient outcomes and stories are evident, for example; HbA1c reductions through ascertaining barriers to healthy eating (e.g. lack of an oven at home), or phobia of needles causing the patient to not want to take insulin. The pace of change that can be achieved when you have an Executive sponsor who can commit resources and get the practice team involved, on-board and engaged has been a highlight. International Journal of Integrated Care – Volume 15, 17 Nov – URN:NBN:NL:UI:10-1-117335 – http://www.ijic.org 3 rd World Congress on Integrated Care, Mexico City, Mexico, 19-21 November, 2015 Conclusion: The approach is demonstrating improved patient outcomes. Implementation of a model of this scope requires investment in change management as well as consideration of the financial and time impacts on privately owned general practices; and has been specifically implemented in order to achieve sustainability and transferability. Conference abstract Spanish Introduccion: La poblacion de Nueva Zelanda esta creciendo, envejecimiento y viviendo mas tiempo con consiguientes aumentos de las enfermedades cronicas. Al mismo tiempo, el sistema de salud se encuentra bajo una creciente presion financiera y de sus fuerzas de trabajo debido a la estructura de la demanda. Intervencion sostenible y nuevos modelos de atencion seran necesarios para atender y gestionar esta demanda y mejorar la eficiencia y la eficacia. Este proyecto es financiado por el gobierno, por el periodo de un ano la demostracion de un nuevo modelo de atencion integral centrada en el paciente que sera puesta en accion en la asistencia primaria que apoya y capacita a los pacientes con enfermedades cronicas para gestionar sus condiciones con exito. Descripcion del proyecto: Un modelo integrado basado en la planificacion del cuidado de la salud, donde los objetivos se establecen en colaboracion con del paciente y del medico esta siendo demostrado en dos practicas generales con diferentes ubicaciones geograficas, poblaciones de pacientes y modelos de negocio. Una plataforma de tecnologia de la informacion compartida y el acceso a la entrada multidisciplinar esta disenado para permitir la gestion coordinada mientras que la financiacion flexible permite intervenciones individualizadas y una atencion mas eficaz y centrada en el paciente. Se ha hecho hincapie en los procesos de gestion del cambio y el modelado de negocios necesarios para aplicar de forma sostenible del modelo con lecciones transferibles capturadas para informar el despliegue de iniciativas futuras. Principales conclusiones: El cambio de un modelo de negocio tradicional a un modelo de atencion integrada y centrada en el paciente requiere un apoyo considerable de cambio. Ha tenido mas exito con el patrocinio 'ejecutivo' activo y visible desde el interior de la practica, junto con un entrenador de gestion del cambio dedicado. El modelo funciona mejor cuando se implementa como un enfoque de la practica total. Exige la comunicacion interna clara y eficaz, y la formacion con curso para todos los roles. La planificacion de la atencion de calidad que incorpore las necesidades psico-sociales, junto con la atencion medica tradicional y la coordinacion de los servicios adecuados contribuye a valiosos resultados con los pacientes. Estos incluyen una mejor participacion y experiencia de los pacientes, acoplamiento a la medicacion, reducciones en los niveles de HbA1c preliminares y atencion continuia, entre otros beneficios. Aspectos destacados: La mejora en los resultados del paciente y las historias son evidentes, por ejemplo; Reducciones de HbA1c a traves de las barreras a la determinacion de la alimentacion saludable (por ejemplo, la falta de un horno en el hogar), o fobia a las agujas causan al paciente que no quieren tomar insulina. El ritmo de cambio que se puede lograr cuando se tiene un patrocinador ejecutivo que pueda comprometer recursos y mantener el equipo involucrado en la practica, a bordo y comprometidos han sido lo mas destacados. Conclusion: El enfoque esta demostrando la mejora de los resultados del paciente. La implementacion de un modelo de esta envergadura requiere la inversion en la gestion del cambio, asi como la consideracion de los impactos financieros y de tiempo en las practicas generales de propiedad privada; se ha aplicado especificamente con el fin de lograr la sostenibilidad y la transferibilidad.

Renata Morello - One of the best experts on this subject based on the ideXlab platform.

  • Implementation fidelity of a nurse-led falls prevention program in acute hospitals during the 6-PACK trial
    BMC Health Services Research, 2017
    Co-Authors: Renata Morello, Anna Barker, Darshini Ayton, Fiona S. Landgren, Jeannette Kamar, Keith D. Hill, Caroline Brand, Catherine Sherrington, Rory Wolfe, Sheral Rifat
    Abstract:

    When tested in a randomized controlled trial (RCT) of 31,411 patients, the nurse-led 6-PACK falls prevention program did not reduce falls. Poor implementation fidelity (i.e., program not implemented as intended) may explain this result. Despite repeated calls for the examination of implementation fidelity as an essential component of evaluating interventions designed to improve the delivery of care, it has been neglected in prior falls prevention studies. This study examined implementation fidelity of the 6-PACK program during a large multi-site RCT. Based on the 6-PACK implementation framework and intervention description, implementation fidelity was examined by quantifying adherence to program components and organizational support. Adherence indicators were: 1) falls-risk tool completion; and for patients classified as high-risk, provision of 2) a ‘Falls alert’ sign; and 3) at least one additional 6-PACK intervention. Organizational support indicators were: 1) provision of resources (Executive Sponsorship, site clinical leaders and equipment); 2) implementation activities (modification of patient care plans; training; implementation tailoring; audits, reminders and feedback; and provision of data); and 3) program acceptability. Data were collected from daily bedside observation, medical records, resource utilization diaries and nurse surveys. All seven intervention components were delivered on the 12 intervention wards. Program adherence data were collected from 103,398 observations and medical record audits. The falls-risk tool was completed each day for 75% of patients. Of the 38% of patients classified as high-risk, 79% had a ‘Falls alert’ sign and 63% were provided with at least one additional 6-PACK intervention, as recommended. All hospitals provided the recommended resources and undertook the nine outlined program implementation activities. Most of the nurses surveyed considered program components important for falls prevention. While implementation fidelity was variable across wards, overall it was found to be acceptable during the RCT. Implementation failure is unlikely to be a key factor for the observed lack of program effectiveness in the 6-PACK trial. The 6-PACK cluster RCT is registered with the Australian New Zealand Clinical Trials Registry, number ACTRN12611000332921 (29 March 2011).

  • Implementation fidelity of a nurse-led falls prevention program in acute hospitals during the 6-PACK trial
    BMC Health Services Research, 2017
    Co-Authors: Renata Morello, Darshini Ayton, Fiona S. Landgren, Jeannette Kamar, Keith D. Hill, Catherine Sherrington, Rory Wolfe, Anna L. Barker, Caroline A. Brand, Sheral Rifat
    Abstract:

    Background When tested in a randomized controlled trial (RCT) of 31,411 patients, the nurse-led 6-PACK falls prevention program did not reduce falls. Poor implementation fidelity (i.e., program not implemented as intended) may explain this result. Despite repeated calls for the examination of implementation fidelity as an essential component of evaluating interventions designed to improve the delivery of care, it has been neglected in prior falls prevention studies. This study examined implementation fidelity of the 6-PACK program during a large multi-site RCT. Methods Based on the 6-PACK implementation framework and intervention description, implementation fidelity was examined by quantifying adherence to program components and organizational support. Adherence indicators were: 1) falls-risk tool completion; and for patients classified as high-risk, provision of 2) a ‘Falls alert’ sign; and 3) at least one additional 6-PACK intervention. Organizational support indicators were: 1) provision of resources (Executive Sponsorship, site clinical leaders and equipment); 2) implementation activities (modification of patient care plans; training; implementation tailoring; audits, reminders and feedback; and provision of data); and 3) program acceptability. Data were collected from daily bedside observation, medical records, resource utilization diaries and nurse surveys. Results All seven intervention components were delivered on the 12 intervention wards. Program adherence data were collected from 103,398 observations and medical record audits. The falls-risk tool was completed each day for 75% of patients. Of the 38% of patients classified as high-risk, 79% had a ‘Falls alert’ sign and 63% were provided with at least one additional 6-PACK intervention, as recommended. All hospitals provided the recommended resources and undertook the nine outlined program implementation activities. Most of the nurses surveyed considered program components important for falls prevention. Conclusions While implementation fidelity was variable across wards, overall it was found to be acceptable during the RCT. Implementation failure is unlikely to be a key factor for the observed lack of program effectiveness in the 6-PACK trial. Trial registration The 6-PACK cluster RCT is registered with the Australian New Zealand Clinical Trials Registry, number ACTRN12611000332921 (29 March 2011).