Audit Template Research Articles

PTU-178 The clinical effectiveness of a low fodmap dietary approach in clients with functional gut disorder

Introduction To assess the clinical effectiveness of a Low FODMAP diet in clients referred with functional gut disorder. Method Funding was sought to set up a Low FODMAP pilot clinic, 3.5 h per week for six months. A local protocol and care pathway was developed by the author. Potential clients were referred by the Consultant Gastroenterologist. An audit template developed and completed. Results 19 Clients where recruited to the pilot phase. There was an overall 88% adherence to the three appointment care pathway. There was reduced use of antispasmodics, anti-diarrhoeals and laxatives from appointment one to appointment three. 56.3% of clients had the symptoms >10 years, with 100% having the symptoms more than 1 year. Thus it is very important to build a good rapport and relationship with the client from the start. The author does feel that the carepathway designed, of 3 appointments with 1 h long sessions, is essential in building this relationship. As IBS is known to be a relapsing condition it is important that all education is given accurately to prevent the client from re-entering the healthcare system at a later date. 64% of clients reported following the diet >75% of the time. 67% of clients reported having overall satisfactory relief of gut symptoms at appointment two, with 71% reporting overall satisfactory relief of gut symptoms at appointment three. The individual patient satisfaction questionnaire results at the 3rdappointment exhibited: 85% improved in bloating, 78% improved in abdominal/discomfort, 77% flatulence/wind improvement, 69% diarrhoea improvement, 46% improvement in constipation, 46% improvement in nausea and 62% improvement in energy. Only 13% of clients were re-referred back to the Consultant Gastroenterologist. Conclusion Overall, 88% of clients completed the carepathway within the designated time. Only 13% were re-referred back to the Consultant Gastroenterologist for further investigation/treatment options. 71% of clients who completed the carepathway reported overall satisfactory relief of gut symptoms. Disclosure of interest None Declared. References Staudacher HM, Whelan K, Irving PM, Lomer MCE. Comparison of symptom response following advice for a diet low in fermentable carbohydrates (FODMAPs) versus standard dietary advice in patients with Irritable Bowel Syndrome. J Hum Nutr Diet 2011;24:487–495 Barrett JS, Gearry RB, Muir JG, Irving P, Rose R, Haines M, Shepherd SJ, Gibson PR. Dietary poorly absorbed, short-chain carbohydrates increase delivery of water and fermentable substrates to the proximal colon. Aliment Pharmacol Ther. 2010;31:874–882 Maxion-Bergemann, et al. Costs of irritable bowel syndrome in the UK aned US. Pharmacoeconomics 2006;24(1):21–37

A simplified integrated critical activity-based knowledge audit template

The purpose of this paper is to provide Knowledge Management Practitioners with a simplified and activity-based Knowledge Audit process that is focused on identifying must-have or critical knowledge in a for-profit corporate organizational setting. The Knowledge Audit focuses on the critical business objectives specifically in a for-profit environment, but may be applied to other forms of organization with some adaptation. The output of this Knowledge Audit is a set of three distinct inventories of knowledge needs intended to satisfy the recruitment needs of knowledge acquisition, the learning/training needs, and the knowledge base requirements to achieve organizational goals.

P64 The impact of simple interventions on oxygen prescribing and monitoring: Audit of oxygen management in Central London Teaching Hospital

IntroductionOxygen is one of the most commonly used drugs, but one of the most poorly prescribed. National BTS audits show many patients receive oxygen without prescription1. Local historical data showed...

Oncoplastic breast surgery: a regional Australian 2012 fellowship experience

Oncoplastic breast surgery (OBS) is a developing subspecialty, although many countries are struggling with how to incorporate training in OBS as part of the established breast surgery subspecialization pathways. UK and Brazil have surged ahead with established formal training programmes, whereas countries such as Australia still rely on ad hoc training by interested surgeons. Our aim was to review the possibility of including regional training centres with appropriate OBS expertise into a future formal training programme in OBS. An 11-month self-audit was performed by the Fellow based in Port Macquarie, in a Breast Surgeons Society of Australia and New Zealand Incorporated accredited Fellowship. The audit template and reconstructive database, which were utilized in this study were supplied by Breast Surgeons Society of Australia and New Zealand Incorporated. OBS procedures made up 41% of total breast procedures performed, with 46% of these being performed by the Fellow. These oncoplastic procedures included 22 reconstructive breast procedures, with 15 (68%) being performed by the Fellow. These procedures involved mainly pedicle transverse rectus abdominis myocutaneous flap reconstruction after mastectomy and breast implant reconstruction techniques. Minor and major complications accounted for a small percentage of operated cases and are discussed. Current British Association of Surgical Oncology (BASO) guidelines specify recommendations regarding BASO Level I and II OBS training, experience and exposure. Based on the experience during the fellowship presented in this audit, we discuss the merits of using regional Australian hospitals like Port Macquarie Base Hospital to make up the cohort of BASO Level I units to provide the core foundation experience in OBS to the next generation of Australian oncoplastic breast fellows.

NCI Cancer Trials Support Unit at year 10.

6077 Background: In a September 1998 report to the National Cancer Institute's (NCI) Board of Scientific Advisors, the NCI envisioned a cancer clinical trials coordinating unit that would enhance trial conduct, increase the number of investigators and patients participating in trials, and reduce the administrative burden on the NCI-sponsored cancer Cooperative Groups (Groups). The NCI Cancer Therapy Evaluation Program (CTEP) launched the Cancer Trials Support Unit (CTSU) in September 1999. Now at year 10, we review the CTSU's progress in meeting NCI's initial objectives. Methods: As the established mechanism for cross-Group enrollment to phase III adult cancer trials, the CTSU has expanded trial options for both physicians and patients, enrolling nearly 50,000 patients to date and facilitating trial accruals and completion. A robust IT infrastructure interfaces with CTEP and Cooperative Group applications and provides support for all stages of trial conduct, including regulatory management, patient enrollments, comprehensive web site services, data management and remote data capture systems, and accrual reimbursement. Additionally, protocol educational materials, consent translations, IRB and audit templates, and help desk services are highly valued site support services provided by the CTSU. Results: As a service organization and trials facilitator, the CTSU provides a comprehensive framework for the management of the Groups' pivotal phase III treatment trials portfolio. Compared to pre-CTSU where Intergroup accrual to adult phase III trials averaged approximately 27%, accrual to phase III trials from Groups other than the lead now averages 41%, resulting in many trials being completed more quickly. Conclusions: Future plans include widespread adoption of the CTSU's automated Oncology Patient Enrollment Network (OPEN); broadening the CTSU portfolio to include more cancer control trials, pilot and phase II trials, select Children's Oncology Group trials, and collaborations with non-Group networks and consortia. Cumulative data for trials as of 10 Jan 2010 No. patients enrolled No. trials opened No. organizations sponsoring trials No. IRB initial approvals processed No. data management trials At end year 5 (2004) 7,286 75 11 69,391 4 At end year 10 (2009) 44,934 187 17 175,900 12 Author Disclosure Employment or Leadership Position Consultant or Advisory Role Stock Ownership Honoraria Research Funding Expert Testimony Other Remuneration Westat, Inc. Westat, Inc.

ANALYZING PERFORMANCE AUDIT REPORTS OF DESTINATION MANAGEMENT ORGANIZATIONS' ACTIONS AND OUTCOMES

The present article includes a case study that describes and analyzes three performance audit reports over a 3‐decade period for one U.S. State government's destination management organization's (DMO) actions and outcomes. This report extends prior studies (Woodside & Sakai 2001, 2003) that support two conclusions: (a) the available independent performance audits of DMOs' actions and outcomes indicate that frequently DMOs perform poorly and fail to meaningfully assess the impacts of their own actions, and (b) the audits themselves are shallow and often fail to provide information on DMOs' actions and outcomes relating to these organizations largest marketing expenditures. The article calls for embracing a strategy shift in designing program evaluations both by government departments responsible for managing destinations' tourism marketing programs and by all government auditing agencies in conducting future management performance audits. The article offers a “tourism performance audit template” as a tool for both strategic planning by destination management organizations and for evaluating DMOs' planning and implementing strategies.

Auditing program evaluation audits: Executive training exercise for assessing management thinking, planning, and actions

The present article is an application of Schank's (Schank, Roger C. (2005), Lessons in Learning, New York: Wiley.) “principle #1: just-in-time information delivery makes information useful….OR, don't tell people things that they cannot immediately make use of.” The article describes five activities that always occurring implicitly and sometimes explicitly in managing a product, brand, or service: scanning, planning, implementing, assessing, and administering. Management and financial audits of actions and outcomes of programs are sometimes required by firms and government legislative bodies. Similar to the use of written checklist by pilots of the multiple steps involved before plane take-offs, management audit templates are useful for insuring complete and in-depth assessments of management actions and outcomes. This article provides such a management audit template and illustrates its use. The article includes an invitation to the reader to use the template immediately in evaluating both an audit report and a marketing program that the audit report details.

Clinical Documentation in Speech-Language Pathology

Clinical Documentation in Speech-Language Pathology

Developing a performance measurement audit template – a benchmarking study

Benchmarking is a powerful tool that, when applied properly, provides an organization with invaluable insights to support the achievement of their objectives. This paper describes how the results of a consortium benchmarking study on performance measurement were used to develop an audit template. A recognized benchmarking methodology was used consisting of five phases: plan, collect, analyze, adapt and review. The resulting performance measurement audit template can be used as a basis to examine and improve performance measurement in organizations.

Using electronic networks in management and executive learning

This paper describes how a required MBA course used Lotus Notes and the Internet to provide an enriched learning experience. The class simulated a consulting firm that sent teams on five virtual projects and assignments: “Virtual business China” examined potential Internet business opportunities in China; “ABB” was a conventional case used to develop and apply an organizational effectiveness audit template but all discussions occurred through groupware; “Global Electronics Corp.” was an Internet‐based case; “The forum” was in‐basket exercise that provided students with an experience in managing the social, political, and ethical dimensions of business; “Industry analysis” was a conventional group project that examined the information technology industry. Conclusions are drawn from experiences with this approach.