Abstracts WAEH DEF

WAEH 2017 ABSTRACTS – BIO’s – PICTURES

D’Amelio – Savino

Firstname: Savino Surname: D’Amelio Eye Hospital: Turin Eye Hospital - Ospedale Oftalmico C. Sperino Country: Italy Function: Chief of Turin Eye Hospital Email address: [email protected]

Bevacizumab vs Ranibizumab for wet age-related macular degeneration treatment: a cost effectiveness analysis from an high volume regional refferal center 1. Anti-vascular endothelial growth factors are the treatment of exudative age-related macular degeneration 2. These agents are expensive and their cost-effective is unclear 3. Bevacizumab costs up to 50 times less than Ranibizumab 4. The purpose was to determine the cost-effectiveness of ranibizumab vs. bevacizumab 5. Bevacizumab confers considerably greater value than Ranibizumab

Summary: Anti-vascular endothelial growth factor (VEGF) therapies have revolutionized the treatment of exudative age-related macular degeneration (AMD); yet these agents are expensive, and whether they are cost-effective is unclear. The purpose of this study was to determine the most cost-effective treatment option for patients with newly diagnosed AMD between intravitreal ranibizumab or bevacizumab, which costs up to 50 times less, at “C. Sperino” Turin Eye Hospital. Two Markov models were applied in cost-utility analysis to evaluate the incremental cost-effectiveness ratio (ICER) between ranibizumab and bevacizumab from SSN perspective over 10 years.

The first one considered three health states, whereas in the second one a fourth health state, concerning side effects, was included. In the first model, cost-effectiveness ratio (CER) for ranibizumab and bevacizumab were € 2153.48 and € 40.16 per QALY, respectively: the ICER for bevacizumab was dominant compared to ranibizumab. When side effects were included, by using the second model, CER for ranibizumab was € 2204.82 per QALY and € 70.45 per QALY for bevacizumab: bevacizumab remained the cost-effective treatment. Even after considering the potential for differences in risks of serious adverse events and therapeutic effectiveness, bevacizumab confers considerably greater value than ranibizumab for the treatment of exudative macular degeneration.

Aw – Ai Tee

First Name: Ai Tee Surname: Aw Eyehospital: Singapore National Eye Centre Country: Singapore Function: Nurse Administrator and Researcher Email adress: [email protected] Bio Assistant Director of Nursing of Singapore National Eye Centre. Has been working in department of Day ward since 1998, and involving in nursing administration since 2009.She is the board member of Sigma Theta Tau International since 2015, Singhealth Nursing Research Council since 2008 and Chairperson of SNEC Nursing Research. She plans the SNEC Nursing Journal Club since 2003, To develop the research capacities for the nurses in SNEC and Singhealth.

Can a Low Vision Self-Management Program Improve Patient-Reported Outcomes? 1. Low vision 2. self management 3. progam 4. pschological 5. VRQoL

Summary Purpose: we examined the effectiveness of a LVSM program, to improve vision-related quality of life (VRQoL), mental health, and self-efficacy in LV patients, compared to usual care alone. Methods: In this randomized controlled trial, 165 LV patients from Singapore National Eye Centre. Participants were randomly allocated to usual care comprising 4 focus groups over a month to educate participants on LV; help develop problem solving skills based on prior LV experiences; and training in white cane orientation and mobility techniques. Participants were assessed at 2 weeks and 6 months post- intervention for VRQoL (the Emotional, Mobility and Reading domains of the 28- item Impact of Vision Impairment [IVI] questionnaire); mental health (the Depression, Anxiety and Stress Scale [DASS]); and self-efficacy (the General Self-Efficacy Scale [GSES]).

Results: A total of 128 LV individuals completed the 2 week and 6 month follow-up. Participants had no psychological issues (DASS mean scores <10) at baseline and sociodemographic and clinical characteristics were similar between the two arms.

Conclusions: Despite short-term improvements in emotional well-being, our LVSM program was not effective in improving VRQoL, mental health or self-efficacy in patients with LV, which supports existing evidence showing the limited sustainability of SM programs.

Breheny – Chris

Firstname: Chris Surname: Breheny Eye Hospital: Royal Victorian Eye and Ear Hospital Melbourne Country: Australia Function: Clinical Improvement Coordinator Email address: [email protected]

Bio Chris Breheny has worked at the Royal Victoria Eye and Ear Hospital for four years. In 2015, he commenced as Clinical Improvement Co-ordinator and prior to this role at the hospital, Chris spent six years in operations management, with a keen focus on process improvement. During 2016, Chris was involved with the Eye and Ear’s Emergency Department (ED) winning the ‘Secretary Award for Improving Hospital Performance’ and various change management projects including the hospitals campus move and commissioning of its new ED. Chris has a Bachelor of Health Science, majoring in population nutrition programs and policies. In addition, Chris has a Masters of Public Health which culminated in a quality improvement based thesis answering the question, ‘What impact does health literacy have on outcomes of patients suffering from cardiovascular disease.’

New Emergency Department Commissioning evaluation 1.The Emergency Department has recently moved into a new environment 2. A Model of Care was developed to optimise the quality of care delivered 3.The Model of Care was used to familiarise staff with the new environment and standardise processes 4.Communication and training was built around the Model of Care 5. Recommendations from the evaluation of the Model of Care will direct ongoing improvement activity

Summary The Eye and Ear is undergoing a redevelopment, with its first milestone being the opening of the new ED. The commissioning of the ED included the implementation of a model of care (MoC), established to optimise the delivery of safe, quality care in the new environment.

An evaluation of the MoC and the ED relocation took place, addressing four criteria – Performance, Improvement works, Key Changes and the ED environment. Data was obtained via ten hours of observations, Business Intelligence software, staff surveys and interviews, risk management reports, patient complaints and compliments over a three month period. The evaluation found that the MoC provided a framework on which to build consistency of service and improvement. The Fast-track (FT) stream patient load has increased, the form management system is now utilised in all areas of specialist services and the training plan followed allowed staff to familiarise themselves with improved technology and purpose built spaces. Recommendations of the evaluation include, expanding FT, utilising temporary work areas, improving communication to waiting patients, changing the mode of patient checklist distribution and encouraging ongoing collaboration with staff to identify how to best use the ED space, all with the aim to improve our patient care

Chen – Jie Ru

First Name: Jie Ru Surname: Chen Eyehospital: Eye& Ent Hospital of Fudan University Function: Nurse Email Adress: [email protected]

Bio Gender: Female Bachelor Degree, RN, the deputy head nurse of OR, EENT Hospital, Fudan University. Major in EENT OR nursing and management.

Failure Mode Application in the Disinfection Process before Ophthalmic Surgery 1. Most of the ophthalmic surgical instruments are expensive, which has a high demand for our daily maintenance, cleaning and disinfection. 2. The application of fine management model in the management of ophthalmic surgical instruments can effectively reduce the damage probability of precision instruments. 3. Management of ophthalmic instruments 4. Management of special ophthalmic instruments 5. Management of instruments used in ophthalmic surgery

Summary Objective: To discuss the effective management mode of ophthalmic surgical instruments. Method: Turn to fine management mode from the ordinary management model. Results: the damage probability of surgical precision instruments was greatly reduced. Conclusion: fine management can effectively improve the intact rate of equipment, prolong the service life, reduce the consumption cost of equipment.

Cronin - Roger

Firstname: Roger Surname: Cronin Eye Hospital: Chatswood Private Eye Hospital Country: Australia Function: CEO/Director Email address: [email protected]

Bio - Roger Cronin is the Chief Executive Officer, Day Hospitals at Presmed Australia, responsible for the operational and strategic management of Chatswood Private Hospital, Epping Surgery Centre, Central Coast Day Hospital and Laser Vision Clinic Central Coast - Roger was previously responsible for managing the licensing, inspection and regulation of private hospitals and day procedure centres in NSW for the NSW Department of Health - Roger has held management roles in the private health industry portfolios of the Commonwealth Department of Health & Ageing and the NSW Department of Health - Roger is a Registered Nurse with over 25 years of clinical and managerial experiences in the public and private healthcare sectors. He holds post-graduate qualifications in healthcare management, leadership and clinical quality

Harnessing technology to streamline the patient experience 1. BIG DATA in SMART Eye Hospitals 2. Eye on innovation 3. The importance of community engagement 4. Using big data to analyse areas of improvement 5. Using technology to streamline the patient experience

Part of Chatswood Private Hospital’s goal in modernising healthcare, is the adherence to digitisation of information. We do this through our online Patient Satisfaction Survey and online tools such as Pre-Admit. The Pre-Admit system allows patients to fill in their details before arrival through an online tool. By filling in their details beforehand, patients can streamline their experience and reduce any duplication of their personal and medical information. Through this, we can also alleviate a burden on the workload of our staff, saving time and energy. In addition, to check that we are delivering the quality of service we aim for, we ask for feedback from our patients on key factors of their hospital experience such as; staff attentiveness, speed of treatment and information dissemination etc. This data is then compared to national benchmarks to analyse any problems or areas requiring improvement in our hospital. We believe that data such as this, and the way we collect this data is integral to the development of modern healthcare. Our electronic patient satisfaction surveys have improved efficiencies in both time of data collection and money – no stamps. The response rate is approximately 50%.

Dunlop – Nicola

First Name: Nicola Surname: Dunlop Eyehospital: Moorfields Eye Hospital Country: United Kingdom Function: Nurse Consultant Email Adress: [email protected]

Bio I commenced my Ophthalmic nursing studies at Moorfields Eye Hospital in 1998. Following which, I worked in the Operating Theatre, successfully completing the Ophthalmic Theatre Course, Mentorship and Counselling Courses. I consolidated my academic achievements with success in Non- medical Prescribing, Post graduate Diploma in Health Management and a Masters in Health Management.

I have pioneered the first nurse-led services at Moorfields in Botox, Minor Surgery, Post-Operative Clinic, Virtual Histology Reporting Service and a Nurse-led TED Monitoring and Intravenous Service. I run a bi-yearly Botox study day for ophthalmic and neurology nurses and doctors and have developed the patient pathway currently in use in the Oculo-plastic/Adnexal Service.

Recently my triumph in creating the first comprehensive DVD Caring for patients with loss of an eye ignited the flame for my second DVD: Thyroid Eye Disease and its Management & Audit. I have been awarded the British Thyroid Foundation: Evenly Ashley 2013 Award.

The defining drive for me is to educate nurses and to improve continually the quality of compassionate patient care in its many facets. I have recently been promoted to Nurse Consultant and just commence my doctorate in nursing. A member of the RCN forum I intend to work with other members to influence ophthalmic changes that will benefit both patients and nurses.

Nursing innovation in the Management of Thyroid Eye Disease 1. New ways of meeting the care of patients with thyroid eye disease 2. The Creation of a comprehensive interactive DVD with graphical surgical management 3. New pathways - Management and Monitoring of Patients with TED 4. The Set up fora n intravenous theraphy service for TED patients 5. Team working and Research in the management of patient Thyroid Eye Disease

Summary This new innovative approach to managing patient with thyroid eye disease saw me develop and trained to the level of competence to manage patients with the condition. I set up a new intravenous service and lead on the creation of an interactive DVD which includes, investigations, medical management, radiotherapy and surgery which used graphical illustration to inform patients of the complexity of the condition and its' management.

To improve the quality of care to patients I did not only provided interactive information which provided the basis for understanding and consent but gained a non-medical prescribing qualification prescribe the treatment required and is presently studying for a doctorate with further plans to research the condition. I works with the entire team (doctors, surgeons, endocrinologist and counselors to establish this innovative service that delivers high quality of care to my patients.

Foo – Cui Shan

First Name: Cui Shan Surname: Foo Eyehospital: Singapore National Eye Centre Country: Singapore Function: Nurse Email Adress: [email protected]

Bio • Number of years working in SNEC: 11 years • Educational qualification: Bachelor In Nursing en Advance diploma in perioperative • Roles at workplace: Ophthalmic surgical scrub nurse in the OT and Infection Control Laison Officer • Communities involvement: Singapore Healthcare Improvement Network (SHINe)

Respect for patient: hand hygiene and environmental process 1. The evolution of hand hygiene 2. How does infection occur 3. The key component in preventing cross infection 4. How does healthcare associated infection affects you and I 5. Looking into environmental hygiene

Summary Hand Hygiene – Where are we 177 Years from Selmmelweis , and it is the cornerstone in the prevention of health care associated infections. In 1847, Selmmelweis discovered that hand wash with chlorine solution reduced the number of deaths in his obstetric practice. Despite the evidence associated with his insight, he was ostracized. Till today, compliance in hand hygiene practice remains a challenge among health care workers. Nosocomial infections are usually presented as periodic outbreaks and perceived as unrelated to non-compliance with hand hygiene.

In the process of caring for patients, the hands become a channel for infection. Guidelines for hand hygiene from the World Health Organization reinforce the importance of hand hygiene in health care facilities. The environments within which we strive to increase hand hygiene compliance and decrease healthcare associated infections are multifaceted and complex. Multimodal strategies are recognized as vital to ensure patients are free from infections in the institutions.

Greenbaum – Milton

First Name: Milton Surname: Greenbaum Eyehospital: Johns Hopkins Wilmer Eye Institute Country: United States Function: Director of Finance Email Adress: [email protected]

Bio For the last 25 years I have been the Director of Finance Johns Hopkins Medicine for the Departments of Ophthalmology (The Wilmer Eye Institute), Dermatology, Ophthalmology Associates (2 Freestanding Ambulatory Surgical Centers) In addition to my daily financial responsibilities I have operational responsibility for 8 Optical locations and the Professional Billing. Over the course of my tenue at Wilmer the organization as transformed from a single tertiary location to the largest academic Ophthalmology program in the US, over 800 employees at 10 clinical locations.

Operating a retail Optical Business within a complex Academic Organization 1. Faculty Support 2. Optometrist Engagement 3. Financial Incentive Model 4. Quality 5. Competition

Summary There are many challenges organizing and operating a retail Optical Business in an Academic Medical Center. This presentation outlines the experience of the Wilmer Eye Institute in developing a network of 8 Optical locations.

George – Carol

Firstname: Carol Surname: George Eye Hospital: Kellogg Eye Center Country: United States Function: OR Nurse manager Email address: [email protected]

Bio: I have been in nursing for many (many) years. When I transferred to Ophthalmology we had a 26 inpatient bed unit. Since that time, I have served in various roles: Education, supervisor, Recovery room, Outpatient, Operating Room, Service Lead, Lasik and Nurse Manager. I am blessed to lead a team of talented nurses committed to safe patient care.

Kellogg Eye Center's New Preoperative Clinic Leads to Decrease in Same-Day Surgical Cancelations 1. Safe anesthetic care for ophthalmology patients 2. Pre-operative history and physical needed prior to day of surgery 3. Federally-mandated surgical work-up within 30 days or surgery 4. Same-day calcelations are very disruptive to patients and staff 5. Which health care workers are best to perform pre-operative services

Summary: The Kellogg Eye Center (KEC) Preoperative Clinic was created for our off site University Surgery Center to provide safe anesthetic care to the ophthalmic patient. The surgeons were not always obtaining the preoperative history and physical for the surgical patient which led to many cancelations the day of surgery by the anesthesia team. More recently, the federal regulatory bodies had mandated a surgical work up within 30 days of surgery which (leadership felt) overburdened the surgeon. Many discussions took place to determine who was best to perform this thorough surgical workup and present to the anesthesia team a critical view of the complex patient with multiple comorbidities. From these discussions, the Kellogg Pre-operative clinic was created and implemented. The clinic is staffed by Physician Assistants, Registered Nurses, Medical Assistants and Clerical support. They partner with the Ophthalmologists and Anesthesia Providers to ensure safe patient handling during their surgical stay at Michigan Medicine/Kellogg Eye Center.

Goh - Jason

Firstname: Jason Surname: Goh Eye Hospital: Royal Victorian Eye and Ear Hospital Melbourne Country: Australia Function: Director, Medical Services Email address: [email protected]

Bio Jason is the current Medical Director at the Royal Victorian Eye and Ear Hospital in Melbourne, Australia. He graduated from the University of Melbourne Medical School in 2007, and has been a Fellow of the Royal Australasian College of Medical Administrators since 2014. He holds a Masters Degree in Health Administration, and is a member of the Australian Institute of Company Directors. He is also a Board member of the Werribee Hospital Foundation in Victoria. Jason has a wide range of hospital administration experience having worked within a variety of health service settings within Australia, including tertiary hospitals, regional and rural hospitals, specialist hospitals, and both public and private health sectors.

Improving management of eye trauma in a tertiary eye centre 1. The Eye & Ear is a major provider of eye trauma services 2. Issues with inconsistent management of trauma cases were identified 3. CPGs and trauma checklists were introduced or revised 4. Operational and staffing issues were addressed 5. Significant improvements have occurred in time to theatre and compliance with CPGs

Summary The Royal Victorian Eye & Ear Hospital manages 90-100 cases of serious eye trauma each year (75% open globe, 25% closed globe). In 2014, we identified that clinical care was fractionated and there were challenges finding theatre time and surgeons ‘in hours’ to repair these injuries. We developed a systematic approach which resulted in: • Clinical Practice Guidelines for acute, peri and postoperative care of open globe injuries • Eye Trauma assessment checklist for the Emergency department to document mandatory patient care requirements and minimize delays to theatre. • Designated ward team to improve continuity of care • Designated theatre lists in hours to accommodate repair of open globe injuries. • Prospective audit to monitor the results of initiatives Outcomes: • Significant improvement in times to theatre for repair of open globe injuries from 6 hours and 43 minutes in 2012 to 4 hours and 20 minutes in 2016. Increased utilization of in hours theatre lists for these cases resulting in reducing late night surgeries: 33% of cases in 2014 had surgery in hours compared with 53% in 2016 • Excellent compliance with antibiotic recommendations for open globe injuries • Improved clinical care during admission with increased consultant input

Gui – Chunyi

First Name: Chunyi Surname: Gui Eyehospital: Eye & ENT Hospital, Fudan University, Shanghai Country: China Function: Acute Hospital Email Adress: [email protected]

Failure mode application in the disinfection process before ophthalmic surgery 1. Ophthalmic surgery preoperative disinfection is a key step in the prevention of ophthalmic surgical infection 2. Standardization of ophthalmic surgery before the disinfection process is very important 3. FMEA has a proactive role in controlling risk. 4. his paper details the application of FMEA in the preoperative disinfection process of ophthalmic surgery 5. Standardized ophthalmic surgery preoperative disinfection process can reduce the risk of ophthalmic surgical infection

Summary Objective: To identify potential risks in the disinfection process before ophthalmic surgery and to improve the process. Methods: The failure mode and effect analysis (FMEA) was used to analyze the preoperative disinfection process of ophthalmic surgery to find out the possible risks in each link. Improvement measures implemented for 3 months, especially on the key links such as the preparation of the objects, the preparation of the operator, the method of disinfection and so on. Results: The risk factor (RPN) of the disinfection process before ophthalmic surgery was reduced from 3495 before improvement to 348, and the incidence of postoperative infection was no difference (P> 0.05). The hand hygiene execution pass rate of the operator and the qualified rate of hand hygiene was significantly improved (P <0.01). Conclusion: The use of FMEA in the preoperative disinfection process of ophthalmic surgery risk management which helps to regulate the relevant work processes can reduce the risk of postoperative infection. It is conducive to continuous improvement of eye surgery quality.

Gwenhure – Tendai

First Name: Tendai Surname: Gwenhure Eyehospital: Moorfields Country: United Kingdom Function: Clinical Educator Email Adress: [email protected]

Bio The scope of my remit includes education and training of various grades of staff both clinically and theoretically. As a Higher Education Academy teaching fellow, I have an honorary contract with UCL where I am currently the deputy Programme Director for the PG Cert Ophthalmic Practice course. I contribute towards the designing, delivery and evaluation of the module. I support and develop nurses to attain clinical skills and achieve their competencies.

This includes training of ophthalmic of Emergency Ophthalmic Nurse Practitioners to further develop their competencies. I have successfully trained two nurse practitioners and there are three nurses on the currently training programme. I also oversee the nurturing of junior nurses embarking onto higher grade responsibilities as well as undertaking skills developmental requirements of new nurses to the Trust.

As the placement facilitator for pre-registration and return to practice nursing students, I work collaboratively with various universities, ward managers and mentors in cultivating a good learning environment for the students. I have developed teaching packages on varied range of topics to broaden the student learning experience. I also teach on the Clinical induction programmes for new nurses and health care support workers.

Ophtalmic workforce training and development: An innovation approach 1. Challenges of the shortage of ophthalmic trained nurses. 2. Innovations in ophthalmic nurse training and development. 3. Competence and quality assurance 4. Findings from an exploratory research study. 5. The future-opportunities and challenges

Summary The shortage of ophthalmic trained nurses poses a great challenge to the global initiatives on eye care provision. This is exacerbated by the limited facilities of ophthalmic nurse training. The demand for ophthalmic service is ever increasing due changing demographics. Capacity building is, therefore, essential not only in terms of infrastructure but in more so in workforce development.

The RCN (2016) recommends that ophthalmic organisations should be innovative and creative in providing appropriate education and training to equip staff with the knowledge and skills that would enhance their clinical competence. A bespoke "New to Ophthalmology" induction programme was developed and instituted at Moorfields Eye Hospital from April 2015. The aim was to facilitate the acquisition of the core skills and knowledge required for safe and effective clinical practice. An exploratory research study was conducted to evaluate the role of this programme in facilitating non- ophthalmic trained nurses adapt to ophthalmic practice and be able to function as competent practitioners.The findings of the study will be presented followed by a discussion on the implications for practice. Issues of quality and competence will be addressed. A proposed training and professional development model will be discussed and potential opportunities and threats conferred.

Joo Kok – NgJoo

First Name: NgJoo Surname: Joo Kok Eyehospital: Systmz Pte Ltd Country: Singapore Function: CEO, speaker Email Adress: [email protected]

Bio NG Joo Kok, 25 years in the Industrial Design and Branding Industry. 9 years CEO of Eubiq, a revolutionary electrical system that is used widely in the flexible power solution market globally. Currently CEO of Systmz Pte Ltd, a Singapore Based setup that provides custom made products for the healthcare industry that has received wide support.

Design thinking in everything 1. Everyone is a designer 2. Encouraging design thinking everywhere 3. Products, Process and Systems should have ‘’the-End-First’’ approach 4. Sight, Sound and Touch in the future of interactive healthcare 5. Creating the future today

Summary Everyone is a Designer and should get involved in the problem solving game. When the thinking is right, the end product will not be too wrong. The Future of Healthcare or for that matter. Anything is created by design thinking today and no one can do it alone.

Kowalewski – Cathy

Firstname: Cathy Surname: Kowalewski Eye Hospital: Johns Hopkins Wilmer Eye Institute Country: United States Function: Administrator Email address: [email protected]

Bio Significant healthcare & academic hospital clinical operations & administrative management experience. Established leadership ability with diverse groups & individuals. Demonstrated project management & business planning experience.Excellent written & oral communication skills. Highly motivated, well respected & team oriented. JHM Leadership Development Program -2012 Cohort

May we help you today? A journey to same day access & other best practices

1. Wilmer Eye Institute/Johns Hopkins evolving patient access structures 2. Call Center development to current state 3. Introduction of same day access 4. Other efforts to centralize/cross train/cover 5. Hopkins Medicine Access Vision for the future

Summary This presentation will review Wilmer's decision to develop a centralized call center ahead of most of the rest of Johns Hopkins Medicine, the process of analysis, lessons learned, enhancements over time and current state (7yrs later). Larger institutional goals for Access and a review of other Wilmer best practice initiatives.

Li - Shuang

Firstname: Shuang Surname: Li Eye Hospital: Tianjin Medical University Eye Hospital Country: China Function: Researching Nurse Email address: [email protected]

Bio Date of birth: 06 Oct,1984 Place of birth: Tianjin, PRC Education: Bachelor of Medicine, Tianjin Medical University Professional background: 5-years nursing experience of Vitreo -Retinal Department Have accepted diabetes nursing education and Traditional Chinese education. Serve as Researching Nurse from 2014.

Thunder Fire Moxibustion Application in Ophthalmology Nursing 1. Thunder Fire moxibustion is a new kind of moxibustions. 2. Now we use this method on dry eye treatment in Tianjin Medical University Eye Hospital. 3. For using the Thunder Fire Moxibustion effectively, it is critical to know the related factors. 4. Effective nursing interventions during the treatment can make patients more comfortable, keep the patients safe, and improve the curative effect. 5. Combining with multiple treatment methods of traditional Chinese medicine will be tried in the future.

Summary Thunder Fire Moxibustion is a new kind of Moxibustion and is developed from thunder-fire miraculous moxa roll by Shibi Zhao according to the principle of dialectical treats．Now we use this method on dry eye treatment in Tianjin Medical University Eye Hospital. For using the Thunder Fire Moxibustion effectively, it is critical to know the related factors. The distance between the flame and the skin, lasting time of treatment，skin’s reaction and the patients’ subjective feeling should be recorded. Since effective nursing interventions during the treatment can make patients more comfortable, keep the patients safe, and improve the curative effect, nurse should evaluate the environment of moxibustion treatment and patient’s physical conditions before the treatment. The treatment room must be ventilated. Reasonable communication with patient can reduce patient’s anxiety and improve compliance. During the moxibustion treatment, the nurse should pay attention to the patients’ safety, avoid patients from being scalded. After the treatment, it is important to clean the skin around the eyes for patients and give education to patients, such as avoiding catching a cold. In the future, combining with multiple treatment methods of traditional Chinese medicine can make more contributions to ophthalmic nursing

Lim – Priscilla

First Name: Priscilla Surname: Lim Eyehospital: Singapore National Eye Centre Country: Singapore Function: Medical Social Service Email Adress: [email protected]

Bio Priscilla has graduated with Bachelor of Arts (Social Work) from National University of Singapore and she works as Head, Master Medical Social Worker (Practice Manager) at Singapore National Eye Centre, with 20 years of working experience.

Her scope of work includes assessment for financial assistance, counselling patients with complicated eye conditions and helping them cope with losing vision, referral to community resources for low vision/vision impaired patients, provides support for staff undergoing stressful situations. She serves on different committees at cluster and national level to advance social work standards in medical settings.

She has Co-authored a manual: “ADAPT lah! The Singapore living successfully with low vision program, Facilitator and Operation Manual and is a Co-investigator for a pilot programme: evaluating the senior eye rehabilitation (SEER) programme - A hospital Based visual rehabilitation programme

Eye Drop Assist 1. Ensure accuracy when instilling eye medications and hence enhance treatment compliance and reduce complication and infections 2. Ensure correct site, correct dosage (especially for Low Vision/Visually impaired/Elderly patients with multiple eye medications) 3. Current eye drop guides in the market are unable to fit a varieties of eye drop bottle sizes 4. Ensure patients staying alone will be able to instil medication safely and independently, reducing reliance on care-givers or health providers 5. Reduce wastage and hence reducing medical cost

Summary Elderly patients often experience difficulty with self-administering of eye medications. They tend to instill more eye drops to ensure that the medication is delivered into their eyes. This either translates to wastage of the medication (increased cost) or infection/untreated condition if the eye did not receive the required medication due to spillage.

These patients also run a risk of compromising the sterility of the eye drop bottle and contaminating the medication if the tip of the eye drop bottle comes in contact with the eye or injuring their eyes if they accidentally poke the eye with the tip of the bottle.

Thus, elderly patients would often require a caregiver to administer the eye drops. Those without a caregiver often needs help from healthcare providers and are sometimes hospitalized just for eye- drop instillation.

The aim of this project is to develop a safe and efficient device that could fit most eye medications. This will ensure elderly patients who require eye drops and are staying alone could instill their eye medication safely, independently and accurately. Unnecessary hospitalization for eye-drop instillation may also be avoided.

Liu – Hua

Firstname: Hua Surname: Liu Eye Hospital: Tianjin Medical University Eye Hospital Country: China Function: Director of Tianjin Medical University Eye Hospital nursing department Email address: [email protected]

Bio: The director of Tianjin Medical University Eye Hospital nursing department, Master of Medical Science, graduated from Tianjin Medical University, and has visited Singapore National Eye Centre at July 2014. Published “The Effect of Health Education Video on Ocular Massage After Trabeculectomy” in Computers Informatics. Nursing”（SCI）in 2014, and another 7 papers in Chinese Nursing Journals in last five years.

The research of patients queuing system in Ophthalmology Clinic 1. Nursing managers designed patients queuing system. 2. Patients will visit doctor immediately after secondary registration (finished examination) 3. Patient’s waiting time is shorter than before. 4. Patient’s distribution in clinic was changed. 5. Nurses can spend less time on arranging patient’s queue.

Summary: Excessive waiting time for clinic has been a long term problem in China. The medical staffs are facing the stress to the large population. Base on this premise, nursing managers designed a new patients queuing system in order to achieve the purpose of reducing waiting time in Tianjin Medical University Eye Hospital.

The first four steps of the system are ①The patient registered on registration machine. ②The preliminary investigation. ③Waiting to see the doctor. ④Ultrasonography and Biometry and Ophthalmic imaging, which are same as the old system, and we changed the last step, which to ask patients register in the secondary registration machine and the patients will visit doctor quickly than before.

The research results showed patients waiting time is shorter than before after changed the queuing system. In additional, the patient’s distribution was changed, because it can interval the first visitors, first visitors will not reach the examination department at the same time, and nurses can spend less time on arranging patient’s queue, can help solve the problem of nurse shortage of manpower.

Masih – Mary

First Name: Mary Surname: Masih Eyehospital: Moorfields Eye Hospital Country: United Kingdom Function: Matron and nursing workstream lead for vanguard Email Adress: [email protected]

Bio • Ophthalmic nurse for 19 years • Leading team in district general Hospital and then becoming part of the Moorfields network. • Nurse injector for intravitreal Injections • Independent Nurse prescriber • Undertakes Nurse Led Yag Capsulotomy Treatments • Leading a team of 42 Nursing staff • Innovative and forward thinking • Driving forward positive change in the organisation • Patients focussed in decision making about services • Strong local leadership, ensuring team remains focused on corporate strategies

Leadership and sustainability within a network 1. Exploring how the demands on services challenge health providers to Innovate and look at different ways of working

2. Learning from networked care: what are the benefits for patients,staff and the organisation

3. How to ensure safety and quality as well as balance the need for standardisation and variation in a network

4. The impact of leadership across a network in changing mind-set of staff and patients. Looking at the barriers which can be in place to hinder innovation and how to over come them. Changing the culture of care

5. Looking to the future: engaging and utilising the workforce better across a network

Summary Leading in Ophthalmic nursing 19 years provides gives opportunity to : • Innovate • shape services locally • Influence and share best practice • Explore care delivery in wider network in Moorfields Eye Hospital Nursing work stream lead for the Acute Care collaborative Moorfields Vanguard.

• Given opportunity to look at Variation and standardisation within nursing network in Moorfields. Providing Moorfields with information to strengthen the current service delivery and local innovation. • Exploring variation between areas within the network and how to overcome this. • Key learning to other health care providers who may be thinking of setting up networked care. Sharing the experience of being a leader in a network • Importance of maintaining robust links with the main site, • Strategies to ensure that links are maintained. • Importance of a strong leadership, connecting well with the team Ensuring staff engagement exploring innovation • Encouraging staff to present new ideas and supporting them to establish them whilst ensuring that patient care and safety is maintained is essential.

Patient engagement

• Improving the delivery of care. • Setting up the patient focus groups • Implementing the learning from patients suggestions ensuring that the patients voice is heard.

Moore – Kristin

First Name: Kristin Surname: Moore Eyehospital: DIRTT Country: Canada Function: Director of Healthcare Email Adress: [email protected]

Bio Kristin Moore is an executive team member for a fast-paced entrepreneurial company. Twenty one year’s industry background in manufactured interior construction. Developed and launched Healthcare as a new vertical market at DIRTT. Educates senior healthcare executives, architects, designers and general contractors throughout North America and abroad on how changing behaviors and process in construction can improve outcomes. In-depth knowledge and experience on thousands of healthcare projects showing how cost can be reduced, construction schedules shortened, patient centered design realized and patient and staff satisfaction improved. Creates strategic relationships with industry leaders such as GE and Corning to facilitate collaboration. She is a senior presenter to high-level clients, keynote speaker and noted Continuing Education Presenter.

Disruptive change to reimagine the design, construction and operation of healthcare facilities (How to have your building support you not impede you) 1.Understand where a construction budget goes and what gets value-engineered out when budgets run tight 2. Describe what a shift in behavior means for the industry and how it affects construction processes by turning budget dollars into a higher level of design and overall environment quality for patients and staff 3. Identify specific impact areas on sequencing; process changes result in reduced construction schedules, measurable cost savings in CSI divisions and on-site installation versus on-site construction for a safer, faster and cost-efficient build. 4. Assess how this construction method directly supports patient-centered design in healthcare environments 5.State how technology supports a collaborative design experience for all key stakeholders

Summary Technology is driving industry-wide change in how we approach healthcare construction, including project communication; design and renderings; costing and scheduling; and space planning beyond immediate needs. What does this mean for healthcare construction and how does a change in the traditional spending model ultimately affect the patient experience? DIRTT Healthcare Director Kristin Moore takes a practical and informative look at manufactured interior construction and its impact on healthcare.

Moss – Joanna

First Name: Joanna Surname: Moss Eyehospital: Moorfields Eye Hospital Country: United Kingdom Function: Director of strategy and business development Email Adress: [email protected]

Bio Johanna joined Moorfields Eye Hospital NHS Foundation Trust in July 2015 as director of strategy and business development. Her portfolio covers a number of departments including; capital investment and development, business development and marketing, the vanguard programme and communications. Johanna was previously deputy director of strategic development at University College Hospital NHS Trust where she led a number of key strategic projects, including development of a twenty year vision for neurosciences. Johanna has ten years of operational management experience, including three years as divisional manager of the Heart Hospital.

Artificial Intelligence and the Impact on Ophthalmology About “Using machine learning to fight disease - the Moorfields Eye Hospital - Google DeepMind collaboration: Moorfields has a new medical research partnership with DeepMind Health that could revolutionise the way professionals carry out eye tests and lead to earlier detection of common eye diseases.

Two million people are living with sight loss in the UK, of whom around 360,000 are registered as blind or partially sighted. At the moment, eye health professionals rely on digital scans of the eye to diagnose and determine the correct treatment for common eye conditions such as age-related macular degeneration and diabetic retinopathy. These scans are highly complex and to date, traditional analysis tools have been unable to explore them fully. It also takes eye health professionals a long time to analyse eye scans, which can have an impact on how quickly they can meet patients to discuss diagnosis and treatment.

Moorfields’ collaboration with Deepmind is investigating how technology could help to analyse eye scans, giving clinicians a better understanding of eye disease. The project will involve Moorfields sharing a set of one million anonymised eye scans with DeepMind, and some related anonymous information about eye condition and disease management, which Moorfields has collected over time through routine care. This means it’s not possible to identify any individual patients from the scans. They’re also historic scans, meaning that while the results of our research may be used to improve future care, they won’t affect the care any of our patients receive today.

Moorfields hopes this will lead to earlier detection and treatment for patients and ultimately help to avoid cases of preventable eye disease. More about the cooperation of Moorfields Eye Hospital with Deepmind: • http://www.moorfields.nhs.uk/news/moorfields-announces-research-partnership • http://www.bbc.com/news/technology-36713308

Nailin – Miao

First Name: Miao Surname: Nailin Eyehospital: Careate Medical Information Technology(Tianjin).Co. Ltd Country: China Function: Entrepreneur, founder and CEO of Careate Medical Information Technology(Tianjin).Co. Ltd Email Adress: [email protected]

Bio Masters degree, founded businesses in International Trade, Real Estate, Technology Ventures since 1993. Operated businesses throughout North America, Europe, Asia. Started “Careate” in 2013, focused on High Tech in the Healthcare area. Provided IT Tech/Mobile Internet solutions. Currently Careate company is serving many hospitals in North China and over 1 million patients, building up a new Medical Service Model in China.

IT Tech disrupts the hospital service boundary

Nelson - Christine

First Name: Christine Surname: Nelson Eyehospital: Kellogg Eye Center Country: United States Function: Oculoplastic physican Email Adress: [email protected]

Make the World Eye Association Hospitals the safest in the world 1. I will discuss promotion of safety by analyzing processes and making recommendations for improvements 2. Improvements. Reporting, ensuring safety metrics, and serving potentially as a central point of focus for all safety related matters should be and is a goal for WAEH Hospitals. 3. The safety team has the role to help the rest of us focus and make sure everyone understands that we are accountable to patients and each other 4. Safety is primary importance 5. Safety is the responsibility of everyone.

Summary Have there been any serious breaches of safety in your hospital? Despite the differences in our locations, there is always some commonality that is present. Most likely the deviation from what we would normally think of as standard, safe patient care is the problem. I will discuss promotion of safety by analyzing processes and making recommendations for improvements. Reporting, ensuring safety metrics, and serving potentially as a central point of focus for all safety related matters should be and is a goal for WAEH Hospitals.

The safety team has the role to help the rest of us focus and make sure everyone understands that we are accountable to patients and each other, and that making Safety of primary importance is part of our mission. I will talk about the benefits and importance of taking the time to perform what is called a “time out”. This is a life-, time- and money-saving procedure that spends a little time to make sure that everyone on the health care team reviews, checks, and performs the stated procedures. Safety is the responsibility of everyone.

Neo Kae Yan - Angel

First Name: Angel Surname: Neo Kae Yan Eyehospital: CPG Gorp Healthcare Division Country: Singapore Function: Principal Architect for CPG Healthcare Division Email Adress: [email protected]

Bio Currently Principal Architect for CPG Healthcare Division, Angel has over 10 years of experience, focusing on feasibility, master-planning, design and project management of various healthcare facilities and health-oriented developments. She oversees activities directly working with project teams to formulate strategic development proposals, project brief, develop design concepts, medical planning, design documentation, tender and construction management.

Her experience in Healthcare Design spans across UAE, Southeast Asia and Greater China. As lead member in many local and overseas projects, she works closely with multi-disciplinary project teams, in medium-sized medical centres to large-scale health-oriented developments projects around China and Vietnam, completing the full spectrum of Academic Medical Campus and Health-Oriented Developments from Fast to Slow medicine and Education to Research.

Active in health-oriented development research, Angel is a member of China Aged Care Investment & Development Alliance and various health forums, presenting papers during the China International Aged Care Development Conferences.

Transforming Singapore into a Heath City

Transforming Singapore into a Health City 健康城 – 新加坡式大健康

According to world health organisation statistics, the world’s population is gradually aging and urban diseases growing more prevalent. In order to meet the needs of the future aged care and care for patients suffering from urban chronic illnesses, the continuous increase of aged care and healthcare facilities beds is bound to bring enormous burden to the country's economy, society, and families. This is where the “Health City” conceptualised. Healthy Living Everyday Blueprint is Singapore’s effort towards building a more healthy Singapore and CPG has also brought Singapore’s model of “Big Health” into our various projects.

Ong - Sharon

Firstname: Sharon Surname: Ong Eye Hospital: Singapore National Eye Centre Country: Singapore Function: Human Resource Email address: [email protected]

Bio Sharon Ong is currently the Assistant Director of Human Resource at the Singapore National Eye Centre. She is a HR business partner to the Medical Group in SNEC. She also has an added portfolio as HR business partner to a group of research faculty and staff in the Singapore Eye Research Institute (SERI), SNEC’s research arm. She obtained her Bachelors of Business in Business Administration (with Distinction) from the RMIT University, Melbourne, before joining SNEC as a Medical Training & Education Executive. After 2 years in the Medical Training & Education, she took on a HR role, supporting the medical group.

Over the years, she has taken up various portfolios within different HR functions and has supported the nursing service as well as the allied health services. With more than 17 years of broad-based HR generalist experience, she currently leads the medical HR team in managing the overall HR function for medical employees encompassing compensation & rewards, talent attraction and engagement and performance management.

Over the past year, she has worked with Taskforces set up to engage the clinical faculty to address their needs and implement initiatives aimed at making the Centre a place where the clinicians want to build long-term careers.

How to engage doctors better? The SNEC Experience 1. Clinicians are the bedrock of any Academic Medical Centre. 2. It is vital that the clinicians feel emotionally connected to the institution and its goals, and empowered to come up with innovative solutions. 3. The organization needs to understand and address the key concerns of its clinical faculty. 4. Equally important is to engage clinicians in improving patient care and their work environment 5. SNEC shares the framework it has adopted in faculty engagement which has yielded some encouraging results although the journey is a continuing one.

Summary Clinicians are the bedrock of any Academic Medical Centre. They are at the frontline in delivering quality patient care and outcomes, world-class research, and quality education. It is vital to the organisation’s success that the clinicians feel emotionally connected to the institution and its goals, and thus committed to contributing new ideas and empowered to come up with innovative solutions.

In this presentation, we share the challenges faced by SNEC in engaging and retaining its clinicians and the framework it has adopted over the last few years. This has yielded some encouraging results, although the engagement journey is a continuing one.

Grappling with an unprecedented attrition rate of 14% in 2014, SNEC embarked on a journey of organizational transformation. It first took time to understand and address the needs and concerns of different groups of faculty, ranging from burnout to pay, recognition and training.

Taskforces are then set up to drive continual change and innovative. The process engages clinicians in improving patient care and their work environment, further providing opportunities to identify and develop its key talents.

Its persistent engagement efforts have resulted in an overall improvement in staff engagement and a substantial reduction in faculty attrition rate.

Petty – Mark

Firstname: Mark Surname: Petty Eye Hospital: Royal Victorian Eye and Ear Hospital Melbourne Country: Australia Function: CEO Email address: [email protected]

Bio Mark Petty commenced as Chief Executive Officer at the Royal Victorian Eye and Ear Hospital in 2015. Mark has over 25 years experience in hospital administration including managing clinical operations, strategic planning, clinical governance and performance improvement. In 2013 was seconded to the Victorian Department of Health for a year to assist with the implementation of the Australian National Activity Based Funding model. Mark has a Master of Health Administration from the University of New South Wales and other tertiary qualifications in nursing administration, intensive care and computer science. eyeConnect Asynchronous Telemedicine Device. The First 50 patients – implementation and learnings – WAEH PROJECT 1. eyeConnect is a remote asynchronous telemedicine device developed by Eye and Ear and Ingeneus Pty Ltd for use by non ophthalmically trained staff in remote and rural emergency departments. 2. eyeConnect transmits a package of patient data and photos to the Eye and Ear Emergency Department for review by an experienced clinician 3. Eye and Ear aims to support health services with limited ophthalmology cover, and reduce the unnecessary transfer of patients from their local area 4. A review of the first 50 presentations from an outer metropolitan hospital supports eyeConnect’s capacity to minimise transfers to the Eye and Ear 5. The network of eyeConnect units is to be expanded across Victoria, focussing on unaccredited emergency departments and nurse-led urgent care centres.

Summary The Eye and Ear (E&E) has worked with Ingeneus Pty Ltd to develop eyeConnect, an asynchronous telemedicine device. It is designed for use by non-ophthalmically trained clinicians to support rural and remote hospitals with limited ophthalmology access, and minimise the unnecessary transfer of patients from their community.

Patients are examined using the device and a package of patient data and photos sent securely to the E&E Emergency Department (ED) for review by an experienced clinician. The clinician telephones the initiating hospital to discuss whether the patient can be managed locally or requires transfer to the E&E for specialist care.

The first eyeConnect unit was installed in the ED of an outer metropolitan hospital in June 2016; over 50 patients were assessed during a six month period. The majority of presentations were due to eye pain, with eye injury a significant contributor.

Forty two per cent of patients were able to be managed locally. Of those physically presenting to the E&E the majority (85%) required further tertiary follow-up.

The use of eyeConnect formalises the traditional phone call to the ED and anecdotally has reduced the response time to the initiating hospital. Rollout of a further 14 units across Victoria is underway.

Hello my name is.... 1. The “Hello my name is…” campaign encourages all staff to wear a name badge and introduce themselves and their role to patients. 2. Name badges with simple role titles are given out to all staff. 3. The aim is to put patients at ease, creating a warm and welcoming environment. 4. A promotional video for staff was developed 5. Following the campaign survey results showed the rate of staff introducing themselves increased from 73% to 85%.

Summary The Eye and Ear implemented the “Hello My Name is…” campaign in 2016 to encourage all staff to wear a name badge and introduce themselves and their role at the start of every care conversation. The aim of the campaign is to put patients at ease, creating a warm and welcoming environment. It also helps staff to get to know one another. The campaign was championed by the hospital’s Community Advisory Committee.

All staff are provided with clear, simple and easy to read name badges with job titles that are easy to understand and meaningful to patients.

Volunteers have printed and assembled over 800 name badges for Eye and Ear staff and volunteers. The Eye and Ear received funding from a charitable trust to purchase a badge printing machine and produce a promotional video. The video was launched at the Community Board Meeting and is now part of new staff orientation and can be seen at: https://www.youtube.com/watch?v=lBM8HucNqmI

The hospital has received positive feedback highlighting the value of the campaign. A survey of patients showed the number of respondents saying all staff introduced themselves increased from 73% to 85% (with 90% in the inpatient ward).

Qin – Ling

First Name: Ling Surname: Qin Eyehospital: Eye & Engt hospital of Fudan University Country: China Function: Operating room nurse Email Adress: [email protected]

Bio I am Qin ling from Eye & Ent hospital of Fudan Univeristy. I work in the operation room for three years and I have an intimate knowledge of ophthalmology and otorhinolaryngology surgeries. I am love my work as well as our hospital.

The construction and application of information system for ophthalmic surgery 1. As a first-class specialty hospital throughout the country, our hospital owns about 200 eye surgeries each day. Because of the eyes are symmetrical organs, it’s vital important to check the right surgery eye with patients.

2. Since ophthalmic surgery patients have problems with eyes, especially the cataract surgery with its fast and short interval, and it mainly focus on elderly patients. So, it’s difficult to check both correctly and efficiently since they are bad at hearing and vision. How to improve the time-out process accurately and efficiently is worth exploring.

3. We have our operating rooms equipped with computers since 2016. Taking advantage of the information system, nurses scan the patients’ QR code on the wristband to get a full view of basic information on the screen. The information which includes patient’s name, gender, age, height, weight, inpatient number, operation date, operative site, surgeon’s name does assist the surgeon, anesthesiologist and nurse to carry on time-out process.

4. It turned out that with the help of auxiliary information system, the time that spent on time-out process has been shortened remarkably and without one surgical site error. It not only enhanced the compliance of surgeons and anesthesiologists to carry out the time-out process but also raised their satisfaction. The date has statistical significance.

5. The information system for ophthalmic surgery does help to increase the efficiency of checking out information with patients before the surgery. We make it possible to triple confirm including with patients themselves, patients’ operation marks as well as the information system. It does benefit to improve the safety of the surgery. It plays an important role in improving the efficiency and medical staff’s compliance of the surgical safety check.

Summary We have our operating rooms equipped with computers since 2016. Taking advantage of the information system, nurses scan the patients’ QR code on the wristband to get a full view of basic information on the screen. The information which includes patient’s name, gender, age, height, weight, inpatient number, operation date, operative site, surgeon’s name does assist the surgeon, anesthesiologist and nurse to carry on time-out process.

It turned out that with the help of auxiliary information system, the time that spent on time-out process has been shortened remarkably and without one surgical site error. It not only enhanced the compliance of surgeons and anesthesiologists to carry out the time-out process but also raised their satisfaction. The information system for ophthalmic surgery does help to increase the efficiency of checking out information with patients before the surgery.

We make it possible to triple confirm including with patients themselves, patients’ operation marks as well as the information system. It does benefit to improve the safety of the surgery. It plays an important role in improving the efficiency and medical staff’s compliance of the surgical safety check.

Qing – Sun Zhao

Firstname: Qing Surname: Sun Zhao Eye Hospital: Tianjin Medical University Eye Hospital Country: China Function: Senior Nurse Email address: [email protected]

Bio A nurse in the Cataract Department of Tianjin Medical University Eye Hospital, graduated from Tianjin Medical University, Bachelor Degree of Medicine, took part in Chinese Ophthalmological Congress in 2015 and 2016, published two articles in Chinese Core Journals.

Application of Q-Medicine electronic system 1. The patients with low-vision can click to query all kinds of information on Quality＆Quickly Medicine. 2. The machines can make the appointment register, check the order, review report, recharge with bank CARDS and so on. 3. Q- Medicine can take over nurse’s task, reduce the work of answering calls and recording into computers. 4. As the intelligence of the machine, nurses can avoid the errors of typewriting, also to improve the patients' satisfaction. 5. Patient’s data can be collected in hospital by Q-Medicine electronic system, in order to facilitate future long-term follow-up.

Summary Application of Q-Medicine electronic system Mobile APP is a new mode for patients' visit. Due to convenience, more and more patients choose to use it. However, for low-vision patients, both of words and screen are too small to review, which has been an obstacle to them. For solving the problem, APP devices are being developed in Tianjin Medical University Eye Hospital (TMUEH) and named Quality＆Quickly Medicine (Q- Medicine). It makes information much more timely and accurate. There is a 42 inches screen on Q-Medicine, which can help patients with browsing all kinds of information better.

The online functions contain appointment register, the day of registration, online payment, order checking, prescription checking, report reviewing and health insurance settlement. The offline functions contain Out-of-pocket medical costs with identity card, health insurance payment with health insurance card, health insurance card real-time settlement, bank CARDS & cash recharge and self-service enquiry. Q- Medicine can share part of nurses' work, reducing the work of answering phone calls and data input. It also can avoid typos and improve patients' satisfaction. Patients' data can be collected in hospitals by Q-Medicine electronic system for long term follow-up.

Sethi - Arun

Firstname: Arun Surname: Sethi Eye Hospital: Arunodaya Deseret Eye Hospital (ADEH) Country: India Function: Ophthalmic Director Email address: [email protected]

Bio Dr. Arun Sethi is a founder director of Arunodaya Deseret Eye Hospital (ADEH), a leading community based , tertiary eye care institute, in Gurugram, Haryana, India.

A practicing senior consultant in Ophthalmology, with special interest in Refractive Surgery & Community Ophthalmology. Founded the Internationally Recognized & Affiliated NGO : Arunodaya Charitable Trust (ACT), which has till date reached out to over 1.3 million, needy patients.

Now planning & executing a world class eye care institute on a 1.25 acre hospital plot, in DLF Garden City, Sector-92, Gurugram, Haryana, India.

Interested in collaborating with International Eye Hospitals, and allied organisations, to create a world class ( greenfield) Eye institute, and to increase the foot print of comunity based eye care projects.

REACHING THE UNREACHED 1. Incorporating Community outreach Services , as a social awreness and marketing tool, for the hospital 2. Organisation of Health / Eye Care Camps, in nearby villages , urban clusters, etc. 3. Quality Control in Outreach Services 4. Methodology in Motivating & Refering the Patient to your base hospital 5. Health Education, and Amalgamation with the base hospital HIS system.

Summary Arunodaya Deseret Eye Hospital (ADEH) is a world class tertiary eye care institute, located near New Delhi, india.

ADEH has a 3 tier approach in propviding eye care to the community : (1) Regular Ophthalmology OPD and Services : (2) Subsidised Ophthalmic Services, for the economically weaker sections of our society The above clinics are on SEPERATE FLOORS, but same campus.

(4) Community EYE and HEALTH Check up Camps, in nearby villages / urban areas, to create health care awareness, and provide basic examination & services.

Siggins - Tracy

Firstname: Tracy Surname: Siggins Eye Hospital: Royal Victorian Eye and Ear Hospital Melbourne Country: Australia Function: Director, Ambulatory Services Email address: [email protected]

Bio Tracy Siggins is the Director of Ambulatory Services at the Royal Victorian Eye and Ear hospital in Melbourne, where she is responsible for the delivery of high quality, patient centred ambulatory services a with a strong focus on facilitating Specialist Clinic efficiency and effectiveness, and implementing new and/or revised models of care. Tracy has over 35 years’ experience working in public health service provision and has senior management experience with leading service provision, improvement and reform across both the hospital and community sectors. Tracy has a Masters of Public Health and has previously held clinical and senior management roles with Victoria’s lead public dental agency (DHSV) and in local government.

Collaborative model of care for low risk glaucoma patients 1. There is aneed for innovative workforce models to meet demand for glaucoma services 2. RANZCO have developed guidelines for glaucoma management 3. A collaborative team based approach has been developed wityh the Eye & Ear, Melbourne and the Australian College of Optometry 4. The model and outcomes of this pilot for low risk glaucoma patients will be presented 5. Most patients are being discharged to community based care with very few requiring redirection back to a tertiary hospital environment

Summary Innovative workforce models are required to meet demand for glaucoma management. Guidelines endorsed by the Royal Australian and New Zealand College of Ophthalmology have been applied to identify a group of low risk glaucoma patients who can be co-managed in a collaborative care model.

A pilot clinic was established between the Royal Victorian Eye & Ear Hospital (E & E) and the Australian College of Optometry (ACO) based on an integrated team-based approach involving ophthalmologists, optometrists and orthoptists.

It aims to increase collaborations between these disciplines and provide patient–centred, cost effective care with a focus on facilitating community-based follow-up when appropriate whilst improving access to hospital care for higher risk patients.

Preliminary findings indicate that the majority of patients seen at the clinic are low risk glaucoma suspects who do not require ongoing hospital-based care. Only a small proportion are being redirected back to the hospital with most patients being discharged with a recommended management plan to community optometric care.

This presentation will outline: • the patient selection process from E & E waitlists • the collaborative administrative and clinical models • clinical pathways implemented • skills and team development • staff and patient satisfaction during this pilot phase

Smith III – George W

First Name: George W. Surname: Smith, III Eyehospital: Orbis International Country: China Function: Director, North Asia Chief Representative, China Email Adress: [email protected]

Bio Mr. Smith has worked for over 30 years in senior management for International Non-Government Organizations. He is recognized as a leader in NGO management and international development. From 1985 until 2002, Mr. Smith worked for Special Olympics International, a US NGO headquartered in Washington D.C. He served in a variety of roles including Vice President of Sports world-wide and from 2002 until 2009 where he opened the first Special Olympics office in China and served as the Managing Director, East Asia based in Beijing, China. During his tenure he is recognized for his work developing the Special Olympics Global Education program. He led the development and global roll-out of Unified Sports, an inclusive program bringing together people with and without intellectual disabilities. Finally, he is recognized for his pioneering work developing Special Olympics programs in other regions including Eastern Europe/Russia and the Middle East.

From 2010 until now, he has worked for ORBIS International, a US NGO headquartered in New York, New York. He serves as the Managing Director, North Asia. Under his leadership ORBIS program has dramatically expanded and now has the largest program portfolio in all of ORBIS world-wide. He has helped position Orbis North Asia as a leading International NGO in China and has strengthened relationships with the government and corporate communities. Orbis recently worked directly with the Ministry of Health to conduct a 9 province survey on the prevalence of blindness and the capacity to treat blindness. Orbis is currently working with the Ministry of Health and the Chinese Ophthalmology Society on 2 national projects focusing on comprehensive training of eye care teams at the county level.

During his long NGO career, Mr. Smith has been responsible for high level strategic planning, staff management, project development and evaluation, fund raising, donor stewardship, government relations and advocacy. He has strong connections in the corporate and government sectors in China. He is highly respected for his management of funds raised for development projects and ensuring the highest level of transparency and governance of these budgets and funds. He has received several awards including the R. Tait McKenzie award for his contributions in Health and Physical Education around the world. He has been awarded the Presidential Citation by the American Alliance for Health, Physical Education, Recreation and Dance for outstanding contribution to international development projects. He has also been elected to the North American Society for Health, Physical Education and Sport.

This flying eye hospital is bringing the world together to fight blindness.

Sun – Xiaoyu

First Name: Xiaoyu Surname: Sun Eyehospital: Tianjin Medical University Eye Hospital Country: China Function: Technician of Laboratoy Science Department Email Adress: [email protected]

Bio Born on June 12 1989, Technician of Laboratory Science Department, Tianjin Medical University Eye Hospital, Bachelor of Medical Laboratory Science, Tianjin Medical University

Distribution of bacteria isolated from ocular cultures at Tianjin Medical University Eye Hospital 1. The distribution of ocular bacterial culture was not changed. 2. The main pathogens of ocular was gram-positive cocci. 3. The rate of drug resistance was detected. 4. It was important to identify the pathogens in ocular infectious disease. 5. Drug susceptibility testing should be performed.

Summary Objective: To review the distribution of bacterial specimens isolated from the ocular samples of patients in Tianjin, which is located in the north of China.

Methods: Ocular specimens were collected from 1517 individuals with suspected ocular infection at Tianjin Medical University Eye Hospital in the period of 2010 to 2016, and the data was analyzed retrospectively. Results: 185 (12.2%) of the 1517 specimens were cultured positive. 141 (76.2%) gram-positive and 44 (23.8%) gram-negative bacteria were isolated from the samples. The predominant gram-positive bacterial isolates were coagulase-negative Staphylococcus (mainly Staphylococcus epidermidis, 71, 38.4%), Streptococcus (42, 22.7%) and Staphylococcus aureus (21, 11.4%). 13 methicillin-resistant coagulase-negative staphylococcus, 1 methicillin-resistant Staphylococcus aureus and 1 vancomycin-resistant Enterococcus were isolated from the ocular specimens.

Conclusions: Gram-positive cocci was still the major pathogens of ocular infection in northern China. A significant rate of drug resistance was detected. Therefore, identification of the etiologic agent and drug susceptibility testing should be performed to diagnose, prevent and treat ocular infectious disease.

Vargoczky – Thomas

First Name: Thomas Surname: Vargoczky Eyehospital: Watson Health Imaging Country: Australia Function: Leader Asia Pacific Email Adress: [email protected]

Bio Thomas has more than 20 years experience in medical imaging in clinical and industry environments. During the years Thomas had different roles ranging from Research & Development, Professional Services to Business Administration in the USA, Europe, Hong Kong and Singapore for Hewlett Packard Medical and Siemens Healthcare companies.

He has been instrumental in the success of two start-up companies in the fields of orthopaedic surgery instrumentation in Switzerland and Vendor Neutral Archive technology development based in Singapore. Thomas is a graduate of The University of Sydney and holds a Bachelor’s Degree in Science, a Master of Science in Clinical Data Management.

A better imaging experience 1. Artificial intelligence and cognitive computering technology in medical imaging 2. Applying research processes in imaging for eye care using cognitive computing 3. Watson Health Imaging roadmap in eye care 4. SMART hospitals in Eye Care beyond imaging 5. Beste practice image sharing and collaboration

Summary Artificial intelligence—the mimicking of human cognition by computers—was once a fable in science fiction but is becoming reality in medicine. The combination of big data and artificial intelligence, referred to by some as the fourth industrial revolution,will change radiology and radiation oncology along with other medical specialties.

The technology is based on Cognitive Computing (Deep Learning) which uses natural language processing and machine learning to continually learn and reveal insights from large amounts of structured and unstructured data. In simplistic terms an algorithm that uses three key elements 1. Collecting thousands of candidate answers 2. For each answer, amassing evidence 3. Applying predictive models to funnel down answers based on probability.

What is the power of Watson?

To improve health outcomes, we must improve the lives of healthcare workers. We believe that people working with cognitive computing technology can outperform people alone or computers alone. We understand which tasks humans do best and enjoy most, and where cognitive systems can complement people in order to help people work more effectively and joyfully.

Xi – Shu Xin

Firstname: Shu Xin Surname: Xi Eye Hospital: Eye&ENT Hospital, Fudan university Country: China Function: Acute Hospital Email address: [email protected]

Design and Application of Rehabilitation Assistant APP for Health Education on Eye and ENT Patients 1. The development in mobile-based technology gives us the opportunity to develop an accessible educational programme that can be potentially beneficial to parents. 2. However, there is a scarcity of mobile health application designed especially for the EENT patients. 3. We designed an mobile applications—Rehabilitation Assistant APP. 4. applied to the inpatients of Ophthalmology and ENT department 5. Finally ,evaluated the effectiveness of the APP in improving parenting outcomes.

Summary: Subject To design an mobile applications and to apply to the inpatients of Ophthalmology and ENT department .Methods First designed an mobile applications softerware —— Rehabilitation Assistant APP—— based on mobile client application ,which including all information of Ophthalmology and Otorhinolaryngology health education for hospitalized patients. Self-designed questionnaire were used to evaluate the effectiveness of the APP.

The Rehabilitation Assistant APP were applied to EENT inpatients from October 2015 to January 2016. A total of 432 inpatients were evenly divided into two groups：Control group (traditional health education) and observation group(traditional health education plus using Rehabilitation Assistant APP).

Data collected on the day of discharge via a mobile health application. Results The awareness rate of patients in the observation group was better than that in the control group (P <0.05), and the differences were statistically significant in the disease knowledge, safety protection, preoperative preparation, postoperative attention, drug use, post-discharge self-care and follow-up.

Conclusion With modern information technology, Application of Rehabilitation Assistant APP to EYE and ENT inpatients can make up for the shortcomings of the traditional health education methods , effectively enhance the patient health education awareness and compliance. Quality and efficiency of nursing were improved as well.

Yan – Jing

Firstname: Jing Surname: Yan Eye Hospital: Tianjin Medical University Eye Hospital Country: China Function: Head Nurse Email address: [email protected]

Bio: Date of birth: 28 Aug, 1982 Place of birth: Tianjin, PRC Education background Bachelor degree of Medicine, Tianjin Medical University in 2005. Master degree of nursing, Victoria University , Melbourne in 2006. Professional background 9-years experiences in ophthalmology nursing, especially nursing of cataract，corneal diseases, pediatric ophthalmology and strabismus. Head Nurse of Tianjin Medical University Eye Hospital from 2009.

Continuing Nursing Education mode in Tianjin Medical University Eye Hospital 1. Share timetables of continuing nursing education in TMUEH, 2006-2017 2. Describe developments from 2005~2017, and explain changes. 3. Mainly introduce currant mode of CNE in TMUEH 4. Share the prepare procedure of CNE. 5. Discuss the advantages of current mode of CNE, and further needs.

Summary: Continuing Nursing Education as a part of Continuing Medical Education of Tianjin Medical University Eye Hospital(TMUEC), started from 2005. Firstly, the presentation will share timetables from 2005-2017 of CNE in TMUEC, and use charts to describe 3 times of developments, which based on the changes of nurse’s needs. Secondly, the presentation will mainly introduce current mode of CNE in TMUEC: a. Multi-leveled education: divide nurses to 4 levels N0 N1 N2 N3, they will accept different lectures according to their levels. b. Divisional education: wards, clinic and emergency department take lectures as a group, the Operating Room take lectures as a single group. c. Local nurses participate teaching, to share more experiments of specialized nursing methods instead of too many theories. d. Put in some management relative topics in CNE, including nursing management lectures for high- leveled nurses, and hospital management lectures for nurse managers. The presentation will also explain how do we prepare the program for next year in details. At last, it will discuss the advantages of current mode, and the further needs of education for ophthalmic nurses.

Yao – Ke

Firstname: Ke Surname: Yao Eye Hospital: Eye Institute of Zhejiang University Country: China Function: Prof. and Chief Email address: [email protected]

Bio:

n President of Chinese Ophthalmological Society, President of Chinese Cataract Society; Vice President of Asia-Pacific Association of Cataract & Refractive Surgeons; International Intra-Ocular Implant Club Member; Regional Secretary of Asia-Pacific Academy of Ophthalmology President of Zhejiang Association for Science and Technology; President of Zhejiang Medical Doctor Association; Senior Specialist of Zhejiang Province; n Prof. Yao has published 341 articles (including 145 papers indexed by SCI), 5 national invention patents; he and his team have received over 30 national and provincial grants. n Awarded the National Award of Science and Technology Progress for twice, Zhejiang Province Extraordinary Contributor for Science and Technology, Alfred-Vogt Prize of Switzerland, Asia-Pacific Association of Cataract and Refractive Surgeons (APACRS) Gold Award, APACRS Certified Educator (A.C.E) Award, US-Sino Ophthalmology Golden Key Award and US-Sino Ophthalmology Golden Apple Award, Outstanding Achievement Award of COS, Chinese Physician Award etc. n Judge of National Science and Technology Advance Prize of China, and National Natural Science Foundation of China; n Editor-in-Chief of EyeWorld in Asia-Pacific Version (Chi), Deputy Editor-in-Chief of Chinese Journal of Ophthalmology, Ophthalmology in China (Chi), British Journal of Ophthalmology (Chi), Chinese Journal of Experimental Ophthalmology, and International Eye Science.

Zhang - Shuang

Firstname: Shuang Surname: Zhang Eye Hospital: Tianjin Medical University Eye Hospital Country: China Function: Nurse Email address: [email protected]

Bio: Date of birth: 8 March, 1991 Place of birth: Tianjin, PRC A nurse of Tianjin Medical University Eye Hospital Vitreo-Retinal Department, bachelor of medical science, was a graduate of Tianjin Medical University.

The explorer of health education in the Internet era 1. WeChat is a great platform for nursing health education in the Internet era 2. The Vitreo-Retinal Department at Tianjin Medical University Eye Hospital has established its own public number. 3. On the platform, it releases information of ophthalmic care every week. 4. The function of auto-response can help patients solve the common problems by themselves. 5. Videos of health education are recorded by nurses

Summary: In China, the traditional nursing model cannot satisfy the needs of the contemporary society.In 2016, Chinese official statistics ‘WeChat day login user’ was 570 million and ‘WeChat public’ was ten million. This is a good platform for health education, so the Vitreo-Retinal Department has established its own public number. Two or three messages were released every week. The health education information includes ophthalmic care, ophthalmic comparison, diabetic diet and so on. Also, the function of auto-response can help patient resolve some common problems. In additional, nurse records videos about the admission process, preoperative preparation, postoperative care, discharge guidance and so on. The majority patients that have a low-vision gain the information more easily. On the platform, videos, voices, pictures, and texts are uploaded, which patients can browse by themselves. The health education can be accepted by patients and their caregivers, more and more people concern about this public number. In the future, the department will also introduce intelligent machines to help patients acquire the information by themselves. In conclusion, in the Internet era, base on the traditional care model, public number will be used very well. It can bring convenience to patients and nurses.

Zhao – Jingshu

Firstname: Jingshu Surname: Zhao Eye Hospital: Tianjin Medical University Eye Hospital Country: China Function: Nurse Email address: [email protected]

Bio: Date of birth: 22 Jun, 1986 Place of birth: Si Chuan province Education: Bachelor Degree of Medicine, Tianjin Medical University Professional background: 8-years experiences in ophthalmology nursing, especially Operation nursing and ophthalmic instrument management.

Application of outsourcing service in ophthalmic instrument sterilization 1. Quality and performance of ophthalmic instrument is important. 2. The requirements about cleaning, disinfection and sterilization, even maintenance are more and more stringent. 3. Tianjin Medical University Eye Hospital uses outsourcing service in ophthalmic instrument sterilization. 4. Introduce the procedure of handover. 5. Monitoring system is used for supervise service, which is effective and scientific.

Summary: Quality and performance of ophthalmic instrument is important. Requirements for ophthalmic surgical instruments are more and more stringent, including cleaning, disinfection and sterilization. The quality of the surgery is closely related to instruments. Outsourcing sterilization service for ophthalmic instrument started from 2014 in Tianjin Medical University Eye Hospital. Items are transported in sealed containers and putted to a fixed point. Outsourcer picks up the instruments every workday at 9 am. Both us and outsourcer check instruments together and sign for confirmation. Every piece of ophthalmic instrument has a barcode, which contains information of package name, sterilization date and expiry date. Meanwhile the hospital monitors the quality of disinfection and sterilization regularly and strictly online. The company provides supervision video for us to check details of procedure. A high-level outsourcing service could relief the shortage of manpower. Thanks to the outsourcing service of sterilization, ophthalmic instrument management becomes effective and scientific.

Contact

Maaike van Zuilen [email protected] www.waeh.org