Dr Abdel-Rahman Nafie’s Post

Our people are our biggest strength, and this is what allows us to offer an unmatched service. The General Manager of this trust said "Maxillofacial have been insourcing KPI since November 2021 for both outpatients (New appointments and treatment) and theatres providing a full team which includes surgeon, anaesthetist and theatre staff for both Adult & Paediatric Lists." "We have experienced excellent communication skills and KPI have supported additional staff at very short notice when requested not only for our planned activity but also when we have had shortfalls in our pre-assessment and radiology workforce. We look forward to continually working with they whilst we continue to reduce our patient backlog." This is what drives us - being a trusted partner NHS teams can rely on, whether it’s planned activities or last-minute challenges. Together, we create solutions that reduce pressure, enhance capacity, and ensure patients receive the care they need. Find out more: https://lnkd.in/eV-S-dts #KPIHealth #NHSPartnerships #HealthcareSupport #FlexibleSolutions #PatientCare

At KevinRoot Medical, we strive every day to improve the lives of our patients. We focus on providing advanced foot care solutions that enhance mobility and independence. While we may not be performing life-saving surgeries, the impact we can have on quality of life is truly significant. A Heartfelt Encounter: Recently, I had a follow-up appointment with a retired nurse practitioner for an XTERN AFO fitting. The patient's enthusiasm for the improved comfort and function provided by the XTERN was heartwarming. During our conversation, I humbly mentioned that our goal is to elevate quality of life, perhaps taking it from "80% to 90%." A Patient's Perspective: However, the patient offered a powerful and humbling perspective. They passionately explained how the XTERN AFO, combined with orthotics, wasn't just about marginal improvement – it was life-changing. Without proper support, their daily 4-mile walks, a vital part of their well-being, were impossible. Other foot drop braces offered little to no improvement, further restricting their independence. The Profound Impact of Advanced Foot Care: This encounter reinforced a vital truth: advanced foot care solutions like the XTERN AFO can have a profound impact on a person's ability to live a fulfilling life. By addressing mobility limitations, we empower individuals to participate in the activities they cherish and maintain their overall health. A Commitment to Our Patients: At KevinRoot Medical, I, along with our dedicated team, remain committed to partnering with patients to achieve optimal foot health and regain the mobility they deserve. It's these interactions that remind us of the significant role we play in enhancing patients' lives, one step at a time. #footcare #mobility #qualityoflife #XTERNAFO #KevinRootMedical #RootOrthotics #Biomechanics #PerformanceEnhancement #PainManagement #AthleteCare #DoctorTrusted #SportMedicine #KevinRootMedical #PartnerInMotion #PhysicianApproved #MedicalTestimonial #ClinicalResults

Medicare #CostReport by Hospitals and Other #Medical Facilities Explained... TLDR: Involves Scary Clowns, Vampires and Candy. The #Medicare Cost Report requires hospitals to scare the living daylights out of people at the Cost Center Level... For example, a #hospital must report general costs such as laundry, cafeteria services and pharmacy. A hospital must also report clinical costs by #area such a general adult inpatient, operating room, recovery room, labor & delivery, radiology, blood-sucking vampires and other ancillary services. Hospital DO NOT report costs at the 1) #Diagnosis, 2) #Procedure, 3) Doctor or 4) Spooky Scary Skeleton Level. TRUE Cost Accounting is just that... measuring costs at the diagnosis, procedure and doctor level. Accordingly, the Medicare Cost Report does #NOT require true cost accounting and as a result, the vast majority of hospitals in America do NOT DO True Cost Accounting. #Implication: When Medicare reimburses candy for a particular procedure (e.g. gallbladder surgery), a hospital cannot #know if that amount does or does not cover the candy required for the procedure, since it does not measure candy at the procedure-level. Sources at AHealthcareZ YouTube Channel.

An extremely realistic response as expected from the RSCEd. Trying to further pressurise overstretched groups from the busiest specialties is not a long term solution. The only realistic solution is to increase capacity and investment.

Earlier this year, The Times featured a #HealthcareInnovation story about our members, Wide Way Medical Centre and London Ambulance Service NHS Trust, who piloted a scheme to manage the 8am rush for GP appointments👏 Speaking about the situation prior to the scheme, Julie Schultzers, head receptionist at Wide Way Medical Centre said, "On a typical Monday, we get 500 calls. The 8am rush was overwhelming, forcing some patients to hang up or go to A&E." Now a solution guarantees every call is answered, thanks to ambulance call handlers stepping in. Under the pilot scheme, 80 per cent of patients calling for same-day appointments are diverted to a hub of call handlers ☎️ from the London Ambulance Service, 15 miles away in Barking. This dedicated "GP support service" team notes down symptoms and books appointments if needed, or directs patients to pharmacies or dispatches ambulances. It operates 8am to 1pm every weekday, more than doubling the GP practice’s capacity to answer calls. Previously, patients were on hold for up to 30 minutes. Now, the average wait time is less than five minutes. Launched last October in East Merton, serving 50,000 people, the scheme is now scaling up across other NHS practices 📈 It has reduced hospital demand with fewer A&E visits and modelling suggests it could save 725,000 A&E visits yearly if rolled out across London, also saving the NHS millions of pounds 💷 Dr. Sayanthan Ganesaratnam, GP principal at Wide Way Medical Centre, said, "Pooling resources means our patients can always speak to someone and get the right care", emphasing the importance of ending NHS silos. Our Primary Care Network's contact report based on engagement with members, summarises key findings on the state of #GeneralPractice and #PrimaryCare. It highlights more innovators breaking barriers and exploring untapped potential in integrated working. Read more 🔗 https://bit.ly/3y2VsTv #PCnetwork

Unique accounting procedures in the private sector.

This is a long awaited / much needed fix but the reality is that it's also just allowing trainees who were already coming through the system to take the jobs they've trained for. They were already in the system and working the jobs - just not being paid for or given the right titles. Maybe a few were sitting out of work but it's doubtful that they wouldn't have carried on as GPST grades or worked as locums in the system in some way. I'd see this initial step as a retention scheme rather than a recruitment scheme. It'll have a positive impact and should be welcomed. It won't be the silver bullet to reduce waiting times for a GP appointment though. Increasing university places and GP training slots is the only long term solution. This should be accompanied by a workable program of international and permanent recruitment for the short to medium term. The previous government pledged to recruit 6,000 more GPs in 2019 with a procurement exercise launched to promote international recruitment - however it failed to give practices sponsorship licenses and didn't address the fact that it's impossible to qualify without already working in the NHS. Workarounds for this red tape would really be beneficial to international GP recruitment.

Centers for Medicare & Medicaid Services recently published its latest bundle initiative (TEAM) that aims to improve on the disjointed surgical care we provide and reduce cost. The American Hospital Association responded, not surprisingly, that they object to the initiative. Take a look at The Wall Street Journal article to understand some of the reasons why they object to any effort to control facility fees. 😊 https://lnkd.in/g2i_r9DN Scott Sigman MD Lara Wynne Derek Haas Kevin Bozic Bryan Springer Darrel Brodke David Jevsevar MD, MBA, FAAOS Andre Blom William Levine, MD Ira Kirschenbaum MD Andrew Wickline Benjamin Schwartz, MD, MBA Vinod Dasa MD Michael Suk, MD, JD, MPH, MBA, FACS, FACHE Michael R Redler, MD Danny Goel, MD Nirav Amin #AccountableCare #CMS #HealthcarePolicy #CMSRules #QualityCare #HealthOutcomes #PatientCenteredCare #PolicyUpdates #HealthcareAdvocacy #HealthcareInnovation #Healthcare #HealthcareRegulations #ValueBasedCare #Medicare #VBC #OrthopedicInnovation #HealthcareLeadership #HealthcareExecutives #HealthOutcomes #HealthcareCompliance #ValueBasedPayments #HealthcareTransformation #Orthopedics #Orthopaedics #OVBC2025

Managing bed availability in intensive care units is an incessant challenge for hospitals, one which often leads to the cancellation of elective surgeries at short notice as resources are diverted to emergency and unplanned operations. Not only is it distressing for patients, these last minute changes lead to inefficiencies and wasted hospital resources. Previous research has sought to make short-term predictions on bed availability based on detailed patient data which is both time consuming and not always readily available. Is it possible to model future critical care bed availability using routinely collected bed management data? Read the full article here: https://bit.ly/3XapuNH #BMJFH #BMJFutureHealth #BedManagementData