Recenti progressi in medicina最新文献

The paper highlights the limited healthcare access for women in Rome's outskirts, worsened by gender-related barriers. The progressive reduction of services at the via Manfredonia clinic has left the Quarticciolo community underserved. To address this, Ambulatorio Popolare Roma Est promotes grassroots mobilization and conducted a survey identifying local women's health priorities, like cervical cancer screening, psychological counseling, and contraception. Findings underline the clinic's critical role, advocating for its revitalization and expanded outreach, including LGBTQ+ needs.

Aim of the study was to assess the use of pharmacological therapies provided in Nursing Homes and Protected Residences of the Umbria Region, with reference to central nervous system medications. In 2022, 200 ddd (defined daily doses) per 100 bed-days were administered in Umbria's long term care facilities, representing a 6.2% decrease compared to the previous year. Dermatological drugs had the highest consumption (35 ddd), followed by antihypertensives (26.5 ddd) and laxatives (15.6 ddd). Categories with the largest increases included antianemic preparations (+136%) and non-systemic antibiotics (+21%). Among Cns drugs, benzodiazepines and antipsychotics increased by 18% and 0.5 ddd respectively, while antidepressants decreased by 17.1%. In the setting of long-term care, a person-centered therapeutic approach should be considered to ensure the well-being of patients.

New Santa Chiara Hospital in Cisanello is under construction as part of Pisa University Hospital (Aoup). The 1000 beds and 5.000 employees Hospital (currently on two distant pavilion facilities) will find in 2026 a unique location in Cisanello, through the expansion of hospital buildings. The project aims structural and technological innovation and deep development of the organization. New responsibilities, new roles, new care delivery, organizational models and new logistics will be needed in new spaces. Our approach to change management is setting up future through bottom-up engagement and participation. In the meanwhile, we are working on a strong smart hospital design for buildings, users, care and hospital governance. New spaces are shared and care settings homogeneous, beyond our known borders: this is a cultural challenge we have been dealing with for two years. Currently, we are studying the corporate organizational culture and nursing care delivery model through research, engaging front-line nursing staff and nursing management, planning future organization and designing future hospital life. Smart Hospital Project involves analysis of needs in digitization, connection of processes and adoption of new tools that can allow better use of resources, increase patient safety and costs reduction. Research, change management and Smart Hospital are our change drivers. This can be replicated to other realities facing challenge like us, with resilient approach and shared construction of organizational change.

To answer the question "How will technology change people's Home Care in the next 20 years?", a hybrid approach called Human-Centered Foresight was used. It allowed the multidisciplinary research team to define a road map with medium- and long-term goals from today until 2041.

The increase of Youth Mental health both internationally and locally has led the Department of Mental Health and Addictions of the Melegnano and Martesana Territorial Health Hospital, located in the southeast of the Milan area, to initiate an organizational and training process to revisit the care access for young people aged 14 to 24. The objective is to innovate the care pathway by optimizing diagnostic, care, and rehabilitative processes, while enhancing cross-departmental skills. The training program, which lasted one year and was led by a tutor, focused on analyzing organizational aspects, user needs, and existing constraints. The model called the "Gabbiano J" has been developed, offering a first access to services and consultation for psychiatric and addiction-related issues in a non-institutionalized setting aimed at early intervention. Its effectiveness is limited by scarce resources and funding, and it requires coordination between healthcare and social services. Continuous staff training and post-implementation outcome evaluation are also crucial.