Internal medicine journal
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Internal medicine journal · Dec 2019
Unique approach to continuing medical education in clinical pharmacology across Australia and New Zealand.
Advanced physician training in clinical pharmacology lacks a continuing education programme. There is a need for continuing medical education but how to introduce and develop education remains unclear. ⋯ This study suggests that peer-led multiple choice questions could form an enduring education modality which could be incorporated into clinical pharmacology training.
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Internal medicine journal · Dec 2019
Letter Case ReportsPurtscher-like retinopathy in thrombotic microangiopathy.
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Internal medicine journal · Nov 2019
Changing ethnic and clinical trends and factors associated with successful home haemodialysis at Auckland District Health Board.
The health and diversity of the population in New Zealand (NZ) is changing under the influence of many socio-economic factors. This may have shifted the landscape of home haemodialysis (HHD). ⋯ The HHD population has become more representative of the NZ population, but significantly more comorbid over time. Patient training time has increased, but mortality and technique failure remain stable. 'Successful HHD' is predicted by social and clinical factors, and 'unsuccessful HHD' may have different mechanisms in different patient groups.
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Internal medicine journal · Nov 2019
Are external management consultancies effective in healthcare improvement, do they reflect value for money and what are the alternative models?
Despite the increasing use and costs associated with external management consultancy for healthcare improvement, there is a paucity of formal evaluations examining impact. This paper aims to: (i) discuss the potential benefits and disadvantages of external consultancies in addressing complex healthcare challenges and delivering healthcare improvement in Australia; and (ii) explore potential alternative models, including internal consultancy and hybrid models delivered through platforms of collaborative expertise. We propose that the substantive reliance on high cost external management consultancies without demonstrating value or benefit, is unsustainable. An integrative approach that embeds research and capacity building within healthcare services may be of value.