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Journal articles on the topic 'Department of Health Services'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Vack, Carol, Janet Mullen, and Pragathi Tummala. "Arizona Department of Health Services." Journal of Public Health Management and Practice 20, no. 1 (2014): 82–84. http://dx.doi.org/10.1097/phh.0b013e3182a0b874.

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2

Schuchat, Anne. "DEPARTMENT OF HEALTH & HUMAN SERVICES." Pharmacy Today 21, no. 11 (November 2015): 20–21. http://dx.doi.org/10.1016/s1042-0991(15)32122-8.

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3

Leavitt, Michael O. "Department of Health and Human Services." Disaster Medicine and Public Health Preparedness 1, no. 1 (July 2007): 7. http://dx.doi.org/10.1097/dmp.0b013e3180cac8c7.

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4

Akhtar, Muhammad Shoaib. "Outsourcing of Clinical Laboratory Services in Pakistan." International Journal of Frontier Sciences 2, no. 1 (January 1, 2018): 1–2. http://dx.doi.org/10.37978/tijfs.v2i1.27.

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Primary and Secondary Healthcare Department of Punjab Government, Pakistan owns 25 district headquarter hospitals, 100 tehsil headquarter hospitals and a number of rural health centres and basic health units. Currently, the department started process of revamping in hospitals and other healthcare delivery centres. In first phase, revamping of infrastructure and services of 25 district headquarter and 15 tehsil headquarter hospitals was started. For better care to patients and service delivery, services of janitorial and security were outsourced to private service providers. Now, the department plans to improve diagnostic services in these hospitals. For this purpose, laboratory and radiology services were planned to outsource. Islamabad Diagnostic Centre and Northshore Medical Labs are the two service providers who are to provide clinical laboratory services in selected hospitals. Islamabad Diagnostic Centre (Private Limited) is a leading diagnostic centre in Islamabad (Federal capital of Islamic Republic of Pakistan) which is ISO 151589:2012. While, Northshore Medical Labs is an American laboratory located and registered in New York State Department of Health and accredited by College of American Pathologist. It is expected to enhance clinical laboratory services standard by outsourcing of these laboratory services. First such laboratory became functional in District Headquarter Hospital Chakwal last month. Although the contract between outsourced laboratory and department describes upraising of services and quality standard by following MSDS and departmental proficiency testing.

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Ginter, Peter M., Lauren Wallace, and Andrew C. Rucks. "State Health Department Accreditation Technical Assistance: A Focused Strategic Thinking Approach." Pedagogy in Health Promotion 3, no. 1_suppl (May 11, 2017): 67S—72S. http://dx.doi.org/10.1177/2373379917692817.

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Public health departments provide many services critical to maintaining healthy populations, including communicable disease control, immunizations, primary care, and emergency preparedness. The Public Health Accreditation Board (PHAB) has established an accreditation process for public health departments that measures departmental performance against nationally recognized, evidence-based standards. The goal is to recognize departmental strengths and weaknesses, strengthen partnerships, and promote the prioritization of organizational goals to improve community health. Achieving accreditation from the PHAB requires health departments to develop Community Health Assessment (CHA), Community Health Improvement Plan (CHIP), and Strategic Plan processes. The intent of the CHA is to determine contributing factors for poor health outcomes and assess available resources. Building on the CHA, the CHIP establishes health priorities and improvement strategies, including measurable health outcomes and recommended policy changes. Finally, Strategic Plan defines the health department’s strategic priorities, goals, and implementation plans. A number of methodologies are available to develop these plans, but many prove to be complicated and confusing, leading to suboptimal performance. The Alabama-Mississippi Public Health Training Center assisted the Alabama Department of Public Health with the creation of their plans by developing the Focused Strategic Thinking Approach, which supplied simple and effective processes to develop useful and successful plans. These processes provide useful guides for other public health departments developing their prerequisites as they pursue PHAB accreditation.

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6

Lyne, Jake. "Clinical governance in mental health services." Psychiatric Bulletin 23, no. 12 (December 1999): 715–17. http://dx.doi.org/10.1192/pb.23.12.715.

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Clinical audit has had a limited impact in the NHS because clinical outcomes and standards, while important to clinicians, have not received the investment required from NHS management which has been preoccupied with efficiency and customer satisfaction. With the advent of A First Class Service (Department of Health, 1998) the emphasis is changing and clinical audit committees and departments now have a central role.

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7

Wilkinson, Greg. "Mental Health Services Planning." Bulletin of the Royal College of Psychiatrists 9, no. 7 (July 1985): 138. http://dx.doi.org/10.1192/s0140078900022161.

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A timely conference on Mental Health Services Planning, organized jointly by the Royal College of Psychiatrists and the Department of Health and Social Security, took place in London in March 1985. The conference concentrated on difficulties associated with the implementation of government policies for mental health service planning in England and Wales. Particular emphasis was given to the problems of transition from hospital-based services to community-based services.

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8

Fea, Maurizio. "The evolution of health care services: guidelines and prospects." SALUTE E SOCIETÀ, no. 3 (November 2010): 154–67. http://dx.doi.org/10.3280/ses2010-su3010-ing.

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The paper describes history and evolution of out patient's departments for alcoholism, with reference to national and regional norms and laws. Cultural and epistemic factors has been very important toward the develop of department's system, and made a strong influence on their organization. Epidemiological data shows that young people don't approach out patient's department and get little intake with therapeutic network. It is necessary therefore to improve specific opportunities for young people, particularly for those who are harmful and hazardous consumers. It suggests some useful criteria to identify good practices for young people's approach and treatment.

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9

STOKER, JEAIMIE. "The Department of Health and Human Services." Home Healthcare Nurse: The Journal for the Home Care and Hospice Professional 17, no. 7 (July 1999): 461–62. http://dx.doi.org/10.1097/00004045-199907000-00013.

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10

Williams, Robert M. "Health care reform and emergency department services." Journal of Ambulatory Care Management 16, no. 4 (October 1993): 20–26. http://dx.doi.org/10.1097/00004479-199310000-00005.

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11

Newman, Sarah J., and Carolyn J. Leep. "Local Health Department Billing for Clinical Services." Journal of Public Health Management and Practice 20, no. 6 (2014): 672–75. http://dx.doi.org/10.1097/phh.0000000000000144.

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12

Odom, Carmen Hooker, and Torlen Wade. "The Department of Health and Human Services." North Carolina Medical Journal 64, no. 6 (November 2003): 278–79. http://dx.doi.org/10.18043/ncm.64.6.278.

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13

Bibeau, Daniel L., Kay A. Lovelace, and Jennifer Stephenson. "Privatization of Local Health Department Services: Effects on the Practice of Health Education." Health Education & Behavior 28, no. 2 (April 2001): 217–30. http://dx.doi.org/10.1177/109019810102800207.

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Local health departments (LHDs) are changing service delivery mechanisms to accommodate changes in health care financing and decreased public support for governmental services. This study examined the extent to which North Carolina LHDs privatized and contracted out services and the effects on the time spent on core functions of public health and activities of health educators. Questionnaires were mailed to the senior health educators in all LHDs. Sixty-nine responded, and 68% of LHDs had not privatized any services other than laboratory and home health. Clinical services were more commonly privatized than nonclinical services. Respondents perceived that privatization produces more time for LHDs to address the core public health functions and for health educators to engage in appropriate professional activities. Health educators in LHDs that had not privatized were more likely to be concerned about potential negative effects. This study suggests that privatization has generally had a positive effect on the roles of health educators in North Carolina LHDs.

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14

Meehan, Tom, Suzanne Drake, Helen Bergen, Penny Gillespie, and Suzanne Sondergeld. "Towards a Better Public Housing Service for People with Mental Illness: The Importance of Intersectoral Linkage." Australasian Psychiatry 10, no. 2 (June 2002): 130–33. http://dx.doi.org/10.1046/j.1440-1665.2002.00445.x.

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Objective: To discuss issues relevant to the equitable delivery of public housing services to people with mental illness. Strategies adopted by Queensland Department of Housing to address these issues and to improve services are described, and matters of particular relevance to mental health professionals are highlighted. Conclusions: Formal interagency service agreements between the Departments of Health, Housing and Disability Services, appropriate training programs, and case conferencing strategies can enhance the delivery of appropriate housing services to people with mental illness. Promotion of active interagency collaboration by mental health professionals will facilitate these strategies.

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15

Barros, Oscar, Rodrigo Riffo, and Inti Paredes. "Improving service in an emergency department by designing the health production flow." Health Services Management Research 33, no. 2 (July 5, 2019): 76–85. http://dx.doi.org/10.1177/0951484819860325.

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Background Most emergency departments have overcapacity with poor service measured by length of stay. We hypothesized that a formal design of the emergency department production flows will improve service. Thus, we propose a methodology that was tested in a large hospital, including new flow implementation. Results We implemented new workflows during June to July 2017. A comparison of the patients’ average length of stay from June to September shows a decrease of 26%. Additionally, a comparison with 2016 shows a decrease of 50%. Direct evaluation of the value generated reveals an emergency department admissions increase of 540 monthly, equivalent of a savings of approximately US$250.000 annually. This savings is a very conservative estimate because the most significant value of this work is fast service that diminishes the patients’ risks. Conclusions Production design is an important problem in health services in terms of potential service improvements, executable with a formal, systemic, replicable method founded on several disciplines. Thus, we are replicating the approach at other hospitals with extensions to other services.

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16

Moni, Sudalai. "Health Care Services in Theni District - A Survey." Shanlax International Journal of Arts, Science and Humanities 8, no. 3 (January 1, 2021): 114–18. http://dx.doi.org/10.34293/sijash.v8i3.3443.

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Theni District was carved out of erstwhile composite Madurai district on 01 January 1997 and ranked 28th in terms of the highest population in Tamil Nadu (around 12 ½ lakhs population). For providing necessary Health Care Services and facilities, the task was entrusted to the Public Health and Family Welfare Department. This establishment takes care of - primary health centers, child health services, maintains environmental sanitation and other vital services. Discussed in this paper certain key components such as Health Service Organization at the District level, Medical Department, Hospitals, Dispensaries, services rendered by organization and individuals, functions of primary health centers, family welfare programs, besides facilities in government hospitals, health checkup programs, counseling, and testing centers and other Health Care Services. The study indicates the necessity to enhance not only the quality of service but also to make it more accessible to the rural and tribal population of the Theni District in Tamil Nadu.

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17

Radhakrishnan, G. "Mental health services in Romania." Psychiatric Bulletin 15, no. 10 (October 1991): 621–23. http://dx.doi.org/10.1192/pb.15.10.621.

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Since the demise of the Ceaucescu regime in Romania, the media has been presenting a grim catalogue of life in Ceaucescu Romania. Even as these stark images were unfolding, Bristol MENCAP, independent of the national organisation, was putting together a package of humanitarian aid directed, predominantly in the first instance, to orphanages in and around the city of Cluj-Napoca in the province of Transylvania, Romania. Our department has close links with the National Executive of MENCAP and we were approached by Bristol MENCAP to undertake a fact-finding mission on the current state of professional services for the mentally handicapped in general, and that of the Department of Psychology at Cluj-Napoca University in particular.

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18

Snider, Jeremy W., Betty R. Bekemeier, Douglas A. Conrad, and David E. Grembowski. "Federally Qualified Health Center Substitution of Local Health Department Services." American Journal of Preventive Medicine 53, no. 4 (October 2017): 405–11. http://dx.doi.org/10.1016/j.amepre.2017.06.006.

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19

Radin, Beryl A. "When is a Health Department not a Health Department? The Case of the US Department of Health and Human Services." Social Policy & Administration 44, no. 2 (April 2010): 142–54. http://dx.doi.org/10.1111/j.1467-9515.2009.00705.x.

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20

Dunn, Kathel, and Susan Lewis. "Web Site: Department of Health and Human Services." American Journal of Public Health 87, no. 4 (April 1997): 698. http://dx.doi.org/10.2105/ajph.87.4.698.

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21

Hansen, Kristian Schultz, Ulrika Enemark, and Anders Foldspang. "Health Services Use Associated with Emergency Department Closure." Journal of Health Services Research & Policy 16, no. 3 (July 2011): 161–66. http://dx.doi.org/10.1258/jhsrp.2010.010100.

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22

Lynch, Sean, Maria Bautista, Cecilia Freer, Colleen Kalynych, and Phyllis Hendry. "Child Mental Health Services in the Emergency Department." Pediatric Emergency Care 31, no. 7 (July 2015): 473–78. http://dx.doi.org/10.1097/pec.0000000000000336.

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23

Matshonisa Seeletse, Solly, and Katlego Thabang Mokgwabone. "Effecting effective and efficient research service strategy for statistical support in Sefako Makgatho Health Sciences University." Environmental Economics 7, no. 2 (June 3, 2016): 115–21. http://dx.doi.org/10.21511/ee.07(2).2016.12.

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The focus of this paper was to determine research support benchmarks from higher education institutions (HEIs) in South Africa for application in the Sefako Makgatho Health Sciences University (SMU). These benchmarks were sought from networked international HEIs and leading research HEIs in the country. Other benchmarks were sourced from cost-effective models of deployment from other service departments within SMU. The study involved nine HEIs and SMU human resources (HR) department for benchmarking. The study found that the statistics departments were used in these HEIs for major research support. These statistics departments operated from statistics support centres, were supported holistically by their institutions, and were allowed qualified autonomy in their functions. The SMU HR department was assigning individual HR experts to various academic departments for full-time support. The paper combines the models of statistics centres and of assigning HR experts to departments for a new one in SMU. It proposes establishment of a statistical services centre in SMU, in the Department of Statistics and Operations Research (SOR). The centre could be used for statistical training and for fundraising as well. However, the core activities of the centre should be to support research on SMU campus. The centre should operate by dedicating statistics experts to various departments. That model also requires an adequate academic staffing of SOR, as well as initial funding for the entire plans and initial operations of the centre

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24

Appleton, Peter. "Tier 2 CAMHS and its interface with primary care." Advances in Psychiatric Treatment 6, no. 5 (September 2000): 388–96. http://dx.doi.org/10.1192/apt.6.5.388.

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During the past decade, increasing attention has been paid to the primary care level of service for children and adolescents with mental health problems. In particular, a number of national reports have advised service commissioners and providers to increase the amount of specialist child and adolescent mental health services (CAMHS) support to primary care colleagues (Department of Health/Department for Education/Social Services Inspectorate, 1995; National Health Service (NHS)/Health Advisory Service (HAS), 1995; Audit Commission, 1999).

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25

Klug, Leo F. "Patient Counselling Services: A Multidisciplinary Department." Healthcare Management Forum 4, no. 1 (April 1991): 24–27. http://dx.doi.org/10.1016/s0840-4704(10)61232-x.

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26

Simpson, E. L., and A. O. House. "User and carer involvement in mental health services: From rhetoric to science." British Journal of Psychiatry 183, no. 2 (August 2003): 89–91. http://dx.doi.org/10.1192/bjp.183.2.89.

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The Department of Health has emphasised the need for a patient-centred National Health Service (NHS), and the involvement of users and carers in mental health services is often a policy recommendation (Mental Health Task Force User Group, 1995; NHS Health Advisory Service, 1997; Department of Health, 1999a,b, 2001). The Patients' Forum and Consumers in NHS Research are established national bodies concerned with stakeholder involvement. The Commission for Patient and Public Involvement in Health was established in 2003.

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27

Cleave, Karen. "The Search for Primary Care: Please Come Home all is Forgiven." Australian Journal of Primary Health 1, no. 1 (1995): 11. http://dx.doi.org/10.1071/py95003.

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The Department of Health and Community Services (H&CS) was established in October 1992 following the amalgamation of the Departments of Health, Community Services and the Office of Older Persons. The Primary Care Division was created in June 1993 and is an amalgamation of a number of front line health and welfare services from the Community Services and Health portfolios. However, a number of other Divisions have primary care functions.

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28

Holloway, Frank. "Implementing Caring for People? Draft guidance circulars from the Department of Health." Psychiatric Bulletin 14, no. 11 (November 1990): 698–99. http://dx.doi.org/10.1192/pb.14.11.698.

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Throughout the 1980s concern mounted over the provision of health and personal social services. As a result of inflation, an expansion in demand and technical advances, the increasingly expensive hospital services became more and more obviously threadbare, while the perceived failures of the community care movement were widely canvassed. As the decade ended the Government embarked on two bold initiatives aimed at increasing the efficiency, effectiveness and accountability of health and social care. These proposals, set out in the White Papers Caring for People (HMSO, 1989a) and Working for Patients (HMSO, 1989b), have now become law in the National Health Service and Community Care Act 1990. Another paper (pp. 641–645) somewhat critically reviews Caring for People from a psychiatric perspective (Holloway, 1990). At the heart of the ‘reforms’ is an attempt to create the conditions of a market. To achieve this a sharp distinction is to be drawn between the purchasers of care (Health Authorities, Local Social Services Authorities and Family Health Services Authorities) and service providers, with whom the purchasers will let contracts. It is envisaged that eventually a plethora of providers will compete within a “mixed economy of care”, becoming ever more efficient.

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29

Ker, Suzy, and Ian Anderson. "Service innovations: developing a specialised (tertiary) service for the treatment of affective disorders." Psychiatric Bulletin 30, no. 3 (March 2006): 103–5. http://dx.doi.org/10.1192/pb.30.3.103.

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Although the majority of people with mental health problems have their treatment needs met within local services, the Department of Health's Specialised Service National Definition Set (Department of Health, 2002) outlines areas that are thought to require specialised services. Complex and/or treatment-resistant disorders (including severe and/or complex affective disorders) are one of ten mental health areas identified.

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30

Moore, Gaye, Elizabeth Manias, and Marie Frances Gerdtz. "Complex health service needs for people who are homeless." Australian Health Review 35, no. 4 (2011): 480. http://dx.doi.org/10.1071/ah10967.

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Background. Homeless people face many challenges in accessing and utilising health services to obtain psychosocial supports offered in hospital and community settings. The complex nature of health issues is compounded by lack of accessibility to services and lack of appropriate and safe housing. Objective. To examine the perceptions and experiences of homeless people in relation to their health service needs as well as those of service providers involved with their care. Design. A purposive sampling approach was undertaken with a thematic framework analysis of semi-structured interviews. Participants. Interviews were undertaken with 20 homeless people who accessed the emergency department in an acute hospital in Melbourne, Australia and 27 service providers involved in hospital and community care. Results. Six key themes were identified from interviews: complexity of care needs, respect for homeless people and co-workers, engagement as a key strategy in continued care, lack of after-hour services, lack of appropriate accommodation and complexity of services. Conclusions. Findings revealed the complex and diverse nature of health concerns in homeless people. The demand on hospital services continues to increase and unless government policies take into consideration the psychosocial demands of the communities most vulnerable people efforts to divert hospital demand will continue to fail. What is known about the topic? Homeless people have complex healthcare needs and are high users of emergency departments (EDs). The increasing demand on hospital services has led to a focus by the Australian State, Territory and Federal Governments on strategies to divert homeless people from presenting to the ED. What does this paper add? This paper gives an insight into the experiences of homeless people and health service provides who are directly involved in their care. This insight gives important focus on the health needs and service responses that currently exist and the ongoing challenges that face homeless people and the health professionals responding to those needs. What are the implications for practitioners? To adequately respond to the needs of homeless people safe and supportive accommodation is a crucial component of services required to try and break the cycle of representation to the emergency department. Individual engagement strategies with coordinated care between hospital and community are required to address the complex care needs and psychosocial issues.

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Pershad, Jay, and Susanne Kost. "Emergency Department Based Sedation Services." Clinical Pediatric Emergency Medicine 8, no. 4 (December 2007): 253–61. http://dx.doi.org/10.1016/j.cpem.2007.08.005.

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32

Hughes, Darrel W., Jennifer M. Roth, and Yolanda Laurel. "Establishing emergency department clinical pharmacy services." American Journal of Health-System Pharmacy 67, no. 13 (July 1, 2010): 1053–57. http://dx.doi.org/10.2146/ajhp090125.

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33

Rogerson, Marion, and Beverley Murphy. "A Model for Rotation of Staff from a Health Authority into a Social Services Department." British Journal of Occupational Therapy 51, no. 8 (August 1988): 267–68. http://dx.doi.org/10.1177/030802268805100805.

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Following the DHSS paper of 1985, ‘Occupational Therapy Service, National Health Service and Local Authority Social Services’,1 which was circulated with the intention of promoting closer working relationships between staff working in health authorities and social services departments, the District Occupational Therapist of Wolverhampton Health Authority and the Head Occupational Therapist of Wolverhampton Social Services resolved to develop closer liaison between their two departments. The result of their resolve was the development of a scheme whereby staff could rotate between the two departments; a précis of the guidelines set out to introduce the scheme is given in this article.

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Cahill, Anne, James Birch, and Gareth Goodier. "Bureaucracy to adhocracy A possible structure for the Department of Health and Family Services." Australian Health Review 19, no. 4 (1996): 1. http://dx.doi.org/10.1071/ah960001.

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At a meeting on Friday, 7 June 1996, the Minister for Health and Family Services,The Hon. Michael Wooldridge MP, asked the authors to prepare a paper on a possiblestructure for the Department of Health and Family Services. This followed ourexplanation to him of navigating women?s and children?s health service issues throughthe existing departmental structure. We had explained that such navigation includednearly all of the divisions within the department; and then within those divisionsthere were different branches responsible for different activities. It has been ourexperience that rarely do the different divisions, branches or sections exchange ideas,views or policies that might affect women and children. The result is a fragmentedapproach to this important group of the population. We know that this same approachexists for other key population groups.This paper has been prepared at the request of the Minister, and follows an approachbased on population and outcome.

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35

Abdelhadi, Abdelhakim. "Investigating emergency room service quality using lean manufacturing." International Journal of Health Care Quality Assurance 28, no. 5 (June 8, 2015): 510–19. http://dx.doi.org/10.1108/ijhcqa-01-2015-0006.

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Purpose – The purpose of this paper is to investigate a lean manufacturing metric called Takt time as a benchmark evaluation measure to evaluate a public hospital’s service quality. Lean manufacturing is an established managerial philosophy with a proven track record in industry. A lean metric called Takt time is applied as a measure to compare the relative efficiency between two emergency departments (EDs) belonging to the same public hospital. Outcomes guide managers to improve patient services and increase hospital performances. Design/methodology/approach – The patient treatment lead time within the hospital’s two EDs (one department serves male and the other female patients) are the study’s focus. A lean metric called Takt time is used to find the service’s relative efficiency. Findings – Findings show that the lean manufacturing metric called Takt time can be used as an effective way to measure service efficiency by analyzing relative efficiency and identifies bottlenecks in different departments providing the same services. Originality/value – The paper presents a new procedure to compare relative efficiency between two EDs. It can be applied to any healthcare facility.

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Panda, Prem S., Ashish K. Sinha, and Gopal P. Soni. "Level of satisfaction of patients attending out-patient department of radiotherapy department of a tertiary hospital in Raipur, Chhattisgarh, India." International Journal of Research in Medical Sciences 6, no. 3 (February 22, 2018): 922. http://dx.doi.org/10.18203/2320-6012.ijrms20180616.

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Background: Like any service organization, the main aim of the Health Service organization is creation of satisfaction among their service consumers. Patient satisfaction has been defined as the degree of congruency between a patient’s expectations of ideal case versus his perception of real care he or she receives. Mismatch between patient’s expectation of the service received is related to decreased satisfaction. Therefore, assessing patient perspective gives them a voice, which can make public health services more responsive to people’s needs and expectations.Methods: The study used IN-PATSAT32 questionnaire developed by the European Organization for Research and Treatment of Cancer (EORTC) with a few modifications to suit all the patients (in or out-patients). Sample size:200 patients.Results: Out of total patients assessed, 41.5% of patients were highly satisfied(excellent), 56% of patients were satisfied with the services provided by the radiotherapy department at Dr. B. R. A. M. hospital, Raipur and only 5% of patients rated the services as “poor” i.e. we’re not satisfied.Conclusions: The findings of the study will help us educate the prescribers about the various neglected areas of the consultation which will go a long way to develop a consistent relationship between the providers and the beneficiaries for the attainment of the “Health for all.

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Sheetz, Anne H. "Developing School Health Services In Massachusetts: A Public Health Model." Journal of School Nursing 19, no. 4 (August 2003): 204–11. http://dx.doi.org/10.1177/10598405030190040401.

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In 1993 the Massachusetts Department of Public Health (MDPH) began defining essential components of school health service programs, consistent with the public health model. The MDPH designed and funded the Enhanced School Health Service Programs to develop 4 core components of local school health services: (a) strengthening the administrative infrastructure; (b) promoting health education, including tobacco control activities; (c) linking school health services with health care providers; and (d) implementing management information systems. Funds were appropriated in 1992 from the tobacco excise tax. With additional funding appropriated in 1999 and 2000 from the Tobacco Settlement Fund, these school nurse–managed programs have increased in number. The goal is to develop a statewide system of high-quality school health service programs responsive to the specific needs of students in each community. To be effective, these programs must be recognized as essential components of the primary health care delivery system serving children.

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Lau, Annie. "Delivering race equality in mental health services." Advances in Psychiatric Treatment 14, no. 5 (September 2008): 326–29. http://dx.doi.org/10.1192/apt.bp.107.004986.

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‘Delivering race equality’ is a 5-year action plan for tackling race inequalities in mental healthcare in England and Wales, based on the main themes of improved services, better community engagement and better information. The perception is that clinical teams have not been sufficiently engaged with the plan and progress is slow. This article shares insights from the author's work across government departments over the past 2 years and explores the potential for linking up different initiatives across the patient care pathway in support of the plan's delivery. A summary of conclusions from a pilot survey of consultant psychiatrists, commissioned by the Department of Health in June 2007, addresses the main controversial areas in the action plan, with suggestions for improvement. Areas for clinical engagement are identified that exploit new funding, investment and policy initiatives. Examples of good practice are offered.

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Walker, Judi, Ros Hill, and Lorraine Green. "Tassie's Tele-rrific Telehealth Network: Linking Primary Health Care Services for Better Rural Health Outcomes." Australian Journal of Primary Health 6, no. 4 (2000): 108. http://dx.doi.org/10.1071/py00043.

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The Telehealth Tasmania Network is a statewide network covering a range of primary care services including Wound Management, Diabetes Education and Support, Specialist Clinics, Mental Health, Palliative Care, and health professional support and education. The Tasmanian Department of Health and Human Services instigated the Telehealth Network in conjunction with the Commonwealth Department of Communications, Information Technology and the Arts. The Network is built on a community development and primary care model. It is unique in that consultation with service providers and clients has determined the sites and services. Integration with other agencies is a key feature, with shared infrastructure ensuring viability and sustainability. Evaluation is an integral part of the design, development and implementation of the Network. It is a forward-looking process to guide program and policy development. Although the take-up rate has been relatively slow and uneven, the evaluation findings demonstrate how Information Technology and Advanced Telecommunications are being used effectively to link primary care services with each other and with acute care and institutional services. Key external factors for success and failure have been identified, showing that what works well in one place may well fail in another.

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Wand, Timothy, and Kathryn White. "Examining Models of Mental Health Service Delivery in the Emergency Department." Australian & New Zealand Journal of Psychiatry 41, no. 10 (October 2007): 784–91. http://dx.doi.org/10.1080/00048670701579033.

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The purpose of the present paper was to review the current models of mental health service delivery used in the emergency department (ED) setting. A search was conducted of the nursing and medical literature from 1990 to 2007 for relevant articles and reports. Consideration was also given to the global and local context influencing contemporary mental health services. Wider sociopolitical and socioeconomic influences and systemic changes in health-care delivery have dictated a considerable shift in attention for mental health services worldwide. The ED is a topical location that has attracted interest and necessitated a response. The mental health liaison nurse (MHLN) role embedded within the ED structure has demonstrated the most positive outcomes to date. This model aims to raise mental health awareness and address concerns over patient-focused outcomes such as reduced waiting times, therapeutic intervention and more efficient coordination of care and follow up for individuals presenting to the ED in psychological distress. Further research is required into all methods of mental health service delivery to the ED. The MHLN role is a cost-effective approach that has gained widespread approval from ED staff and mental health patients and is consistent with national and international expectations for mental health services to become fully integrated within general health care. The mental health nurse practitioner role situated within the ED represents a potentially promising alternative for enhanced public access to specialized mental health care.

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Laugharne, Richard, and Tom Burns. "Mental health services in Kumasi, Ghana." Psychiatric Bulletin 23, no. 6 (June 1999): 361–63. http://dx.doi.org/10.1192/pb.23.6.361.

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During March 1998 we had the privilege of visiting the mental health services in Kumasi, Ghana at the invitation of Dr Yaw Osei, Senior Lecturer at the Department of Behavioural Sciences, School of Medical Sciences, University of Science and Technology.

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Ary, KR, PC White, and BS Evans. "Podiatric services in a public health department hypertension clinic." Journal of the American Podiatric Medical Association 75, no. 2 (February 1, 1985): 111–12. http://dx.doi.org/10.7547/87507315-75-2-111.

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Glasser, M. "Males' use of public health department family planning services." American Journal of Public Health 80, no. 5 (May 1990): 611–12. http://dx.doi.org/10.2105/ajph.80.5.611.

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Clark, Anne Hiller, and MS LIS. "Delaware Department of Health and Social Services Library Profile." Delaware Journal of Public Health 6, no. 4 (September 2020): 20–21. http://dx.doi.org/10.32481/djph.2020.09.007.

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Neutra, Raymond Richard, and Vincent Del Pizzo. "California department of health services workshop on EMF epidemiology." Bioelectromagnetics 22, S5 (2001): S1—S3. http://dx.doi.org/10.1002/1521-186x(2001)22:5+<::aid-bem1018>3.0.co;2-z.

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Upadhyaya, Kapil Dev. "Mental Health & Community Mental Health in Nepal: Major Milestones in the development of Modern Mental Health Care." Journal of Psychiatrists' Association of Nepal 4, no. 1 (February 21, 2017): 60–67. http://dx.doi.org/10.3126/jpan.v4i1.16746.

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Bir Hospital, the first general hospital with specialist services was established in the country in 1889 A.D. When I came back to Nepal after MBBS in 1971, most of the specialties like Medicine, Surgery, Gynae & Obs, Opthalmology, ENT, Psychiatry, Anesthesiology, Radiology, Emergency department with 24 hours service were there. Paediatric OPD service was available, and children were admitted in Kanti children hospital Kathmandu. So mental health service in Nepal was started in a general hospital with different specialties.

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Merkes, Monika. "Examples of Exemplary Practice in Adolescent Primary Health Care." Australian Journal of Primary Health 4, no. 1 (1998): 37. http://dx.doi.org/10.1071/py98004.

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As one of seven projects funded by the Victorian Government Department of Human Services to investigate exemplary practice in adolescent health, a study was undertaken in the Department's office in the Northern Metropolitan Region that examined two existing primary health projects: the Keeping in Touch with Schools (KITS) Project, auspiced by the Eltham Community Health Centre and Diamond Valley Secondary College in the City of Nillumbik, and the Youth Counselling Awareness and Support (YCAS) Project, auspiced by Kildonan Family Services in the City of Whittlesea. Proiect features that were explored included elements and type of service, referral pathways and linkages, consumer satisfaction and other service outcomes, elements critical to success, obstacles, supervision and staff training, standards and guidelines, planning and evaluation, promotion of the service, and organisational structure. The study found that a combination of characteristics contributed to the success of the two projects that were examined. These pertain to skills and expertise of staff, flexibility of the service, cost, the type of service model, co-location with other services, linkages and partnerships, outputs and outcomes, feedback, management structure, standards and guidelines, planning processes, and evaluation.

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Pinto, Carmen. "Differences between specialist community adolescent mental health teams and generic child and adolescent mental health services: training issues for specialist registrars." Psychiatric Bulletin 30, no. 6 (June 2006): 232–33. http://dx.doi.org/10.1192/pb.30.6.232.

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Following the National Service Framework (Department of Health, 2004) recommendation of extending the age range of child and adolescent mental health services to 18 years there is an increasing expectation that these generic services will provide the comprehensive care for severe mental health problems in areas where specialist teams do not exist. Services have responded to this with a variety of teams from generic adolescent teams to smaller first-onset psychosis or assertive outreach teams.

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Moore, Simon C., Davina Allen, Yvette Amos, Joanne Blake, Alan Brennan, Penny Buykx, Steve Goodacre, et al. "Evaluating alcohol intoxication management services: the EDARA mixed-methods study." Health Services and Delivery Research 8, no. 24 (June 2020): 1–214. http://dx.doi.org/10.3310/hsdr08240.

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Background Front-line health-care services are under increased demand when acute alcohol intoxication is most common, which is in night-time environments. Cities have implemented alcohol intoxication management services to divert the intoxicated away from emergency care. Objectives To evaluate the effectiveness, cost-effectiveness and acceptability to patients and staff of alcohol intoxication management services and undertake an ethnographic study capturing front-line staff’s views on the impact of acute alcohol intoxication on their professional lives. Methods This was a controlled mixed-methods longitudinal observational study with an ethnographic evaluation in parallel. Six cities with alcohol intoxication management services were compared with six matched control cities to determine effects on key performance indicators (e.g. number of patients in the emergency department and ambulance response times). Surveys captured the impact of alcohol intoxication management services on the quality of care for patients in six alcohol intoxication management services, six emergency departments with local alcohol intoxication management services and six emergency departments without local alcohol intoxication management services. The ethnographic study considered front-line staff perceptions in two cities with alcohol intoxication management services and one city without alcohol intoxication management services. Results Alcohol intoxication management services typically operated in cities in which the incidence of acute alcohol intoxication was greatest. The per-session average number of attendances across all alcohol intoxication management services was low (mean 7.3, average minimum 2.8, average maximum 11.8) compared with the average number of emergency department attendances per alcohol intoxication management services session (mean 78.8), and the number of patients diverted away from emergency departments, per session, required for services to be considered cost-neutral was 8.7, falling to 3.5 when ambulance costs were included. Alcohol intoxication management services varied, from volunteer-led first aid to more clinically focused nurse practitioner services, with only the latter providing evidence for diversion from emergency departments. Qualitative and ethnographic data indicated that alcohol intoxication management services are acceptable to practitioners and patients and that they address unmet need. There was evidence that alcohol intoxication management services improve ambulance response times and reduce emergency department attendance. Effects are uncertain owing to the variation in service delivery. Limitations The evaluation focused on health service outcomes, yet evidence arose suggesting that alcohol intoxication management services provide broader societal benefits. There was no nationally agreed standard operating procedure for alcohol intoxication management services, undermining the evaluation. Routine health data outcomes exhibited considerable variance, undermining opportunities to provide an accurate appraisal of the heterogenous collection of alcohol intoxication management services. Conclusions Alcohol intoxication management services are varied, multipartner endeavours and would benefit from agreed national standards. Alcohol intoxication management services are popular with and benefit front-line staff and serve as a hub facilitating partnership working. They are popular with alcohol intoxication management services patients and capture previously unmet need in night-time environments. However, acute alcohol intoxication in emergency departments remains an issue and opportunities for diversion have not been entirely realised. The nurse-led model was the most expensive service evaluated but was also the most likely to divert patients away from emergency departments, suggesting that greater clinical involvement and alignment with emergency departments is necessary. Alcohol intoxication management services should be regarded as fledgling services that require further work to realise benefit. Future work Research could be undertaken to determine if a standardised model of alcohol intoxication management services, based on the nurse practitioner model, can be developed and implemented in different settings. Future evaluations should go beyond the health service and consider outcomes more generally, especially for the police. Future work on the management of acute alcohol intoxication in night-time environments could recognise the partnership between health-care, police and ambulance services and third-sector organisations in managing acute alcohol intoxication. Trial registration Current Controlled Trials ISRCTN63096364. Funding This project was funded by the National Institute for Health Research (NIHR) Health Services and Delivery Research programme and will be published in full in Health Services and Delivery Research; Vol. 8, No. 24. See the NIHR Journals Library website for further project information.

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Reid, Daniel Brooks, Shaun R. Parsons, Stephen D. Gill, and Andrew J. Hughes. "Discharge communication from inpatient care: an audit of written medical discharge summary procedure against the new National Health Service Standard for clinical handover." Australian Health Review 39, no. 2 (2015): 197. http://dx.doi.org/10.1071/ah14095.

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Objective To audit written medical discharge summary procedure and practice against Standard Six (clinical handover) of the Australian National Safety and Quality Health Service Standards at a major regional Victorian health service. Methods Department heads were invited to complete a questionnaire about departmental discharge summary practices. Results Twenty-seven (82%) department heads completed the questionnaire. Seven (26%) departments had a documented discharge summary procedure. Fourteen (52%) departments monitored discharge summary completion and 13 (48%) departments monitored the timeliness of completion. Seven (26%) departments informed the patient of the content of the discharge summary and six (22%) departments provided the patient with a copy. Seven (26%) departments provided training for staff members on how to complete discharge summaries. Completing discharge summaries was usually delegated to the medical intern. Conclusions The introduction of the National Service Standards prompted an organisation-wide audit of discharge summary practices against the external criterion. There was substantial variation in the organisation’s practices. The Standards and the current audit results highlight an opportunity for the organisation to enhance and standardise discharge summary practices and improve communication with general practice. What is known about the topic? The Australian National Safety and Quality Health Service Standards (Standard 6) require health service organisations to implement documented systems that support structured and effective clinical handover. Discharge summaries are an important and often the only form of communication during a patient’s transition from hospital to the community. Incomplete, inaccurate and unavailable discharge summaries are common and expose patients to greater health risks. Junior staff members find completing discharge summaries difficult and fail to receive appropriate education or support. There is little published evidence regarding the discharge summary practices of inpatient health services. What does this paper add? The paper demonstrates that there is substantial variation in practice regarding discharge summaries in a large regional health service. Departments have different processes and vary in the degree of attention and quality assurance provided to discharge summaries. Variable organisation procedures make completing discharge summaries more difficult for junior doctors, who regularly move between departments. Variable practice is likely to increase the risk of absent, untimely, incomplete or incorrect communication between acute and community services, thereby reducing the quality of patient care. It is likely that similar findings would be found in other hospitals. What are the implications for practitioners? To be accredited under the National Safety and Quality Health Service Standards, health organisations must ensure that adequate processes are in place for safe and effective clinical handover. Organisations should reduce the practice variability by standardising processes, monitoring compliance with processes, and training and supporting junior doctors.

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