Publications by staff affiliated to Peamount Hospital

Recent Submissions

  • Structuring Diabetes Mellitus Care in Long-Term Nursing Home Residents

    Fitzpatrick, D; Ibrahim, ES; Kennelly, S; Sherlock, M; O’Neill, D (Irish Medical Journal, 2018-03)
    Nursing home residents with diabetes have more complex care needs with higher levels of comorbidity, disability and cognitive impairment. We compared current practice in the 44 long-term residents in Peamount hospital with the standards recommended in the Diabetes UK “Good Clinical Practice Guidelines for Care Home Residents with Diabetes”. Of 44 residents, 11 were diabetic. Residents did not have specific diabetes care plans. There were some elements of good practice with a low incidence of hypoglycaemia and in-house access to dietetics and chiropody. However, diabetes care was delivered on an ad-hoc basis without individualised care plans, documented glycaemic targets, or scheduled monitoring for complications and no formal screening for diabetes on admission. National and local policy to guide management of diabetes mellitus should be developed. There should be individualised diabetes care plans, clear policies for hypoglycaemia, hyperglycaemia and long-term diabetes complications, screening on admission and increased uptake of the national retinal screening and foot care programmes.
  • Fourth National Tuberculosis Conference [held in] Peamount Hospital, 7th and 8th May 1992.

    Kelly, Paul; Howell, Fenton (1992-05)
    It has been estimated by the World Health Organisation that almost one half of the world's population has heen infected with the tubercle bacillus. Some 3.5 million new cases are registered a year and one third of these patients will die. An active (smear positive) case of tuberculosis would infect up to 40% of susceptible contacts and 10% of contacts will develop active disease.
  • Peamount Hospital: a new direction: 5 year strategy: 2003-2008.

    Peamount Hospital (Peamount Hospital., 2003-07)
    It gives me great pleasure, on behalf of the Board of Management, to introduce Peamount's Strategy 2003 to 2008. This document gives a detailed overview on how this final vision has come to fruition - how the strategy was developed, the decisions faced in coming to a final conclusion in the direction we have chosen to take for our hospital, and most importantly, the various action plans within each area which will help us reach our goals. This has been a long and exciting process. In late 2002, the Board asked the Chief Executive, Robin Mullan and his management team to develop a strategy, which would provide Peamount with a clear direction. In July 2003, after an intensive process, the Board agreed the strategy put forward.
  • The role of oximetry in patients with obstructive sleep apnea.

    Kooblall, M; Lane, S J; Moloney, E (Irish Medical Journal, 2015-02)
    Obstructive Sleep Apnea (OSA) is estimated to affect one in five adults (approximately 100,000 adults in Ireland). One in fifteen adults has moderate to severe OSA. The average waiting time for a polysomnography (PSG) takes several months. OSA is a major contributor of cardiovascular, metabolic co morbidities and is also recognised to greatly increase the risk of motor vehicle accident and injury which have a substantial implications for the health service
  • Sleep apnoea and its relationship with cardiovascular, pulmonary, metabolic and other morbidities

    Khan, F; Walsh, C; Lane, SJ; Moloney, E (Irish Medical Journal (IMJ), 2014-01)
    Sleep apnoea (OSAS) is a multisystem disorder. There is a high prevalence of cardiovascular and metabolic morbidities in patients investigated for sleep apnoea. We aim to evaluate any association between cardiovascular, metabolic and pulmonary co morbidities in patients investigated for OSAS and whether clinical findings based on Epworth sleep score (ESS) and snoring helps in diagnosing sleep apnoea. 258 consecutive patients who were electively admitted for sleep assessment in Peamount Hospital, Dublin from Sept 2009 to Aug 2011 were retrospectively reviewed. 139/258 were diagnosed as OSAS. Cardiovascular, metabolic and pulmonary co morbidities were 46.12%, 37.2% and 29% respectively. There is no correlation found between ESS, Snoring with Apnoea Hypopnoea Index in OSAS group. Screening for OSAS should be considered in patients with certain cardiovascular and metabolic disorders. PSG is so far considered the gold standard investigation to diagnose OSAS and better clinical evaluating tools need to be formulated.
  • Peamount Hospital Incorporated: preliminary development programme.

    Peamount Hospital Incorporated (Peamount Hospital Incorporated, 1994-08-31)
    The Finance and General Purposes Committee of the Board of Management of Peamount Hospital at their meeting in February, 1994 instructed the management to prepare a preliminary development programme. This programme summarises recent history in the context of activity in the various sections of the hospital. It covers the changes developments and set-back over the recent past as a prelude to examination of the strengths and weaknesses in the current situation at Peamount. The Department of Health Strategy for Health Care in the 1990s is analysed with particular reference to its implications for Peamount. Attention is given to the changing pattern of hospital services and its implications. Wide ranging proposals are made for the strengthening of existing services and the development of new services to meet health needs and to ensure high standards of excellence with financial viability. In accordance with the intentions of the Department of Health Strategy the programme is designed to achieve greater integration of Peamount into the local community services. In addition to the development on a national scale of specialities in respiratory medicine and in services to people with a mental handicap is outlined. The presentation is provided as a basis for policy in the future. The precise policy to be established is dependent on discussion and agreement with the Health Board/Health Authority and the Department of Health and on the provision of funding. This is suggested as the next stage in the process. An operational programme must be developed to accommodate the existing and new activities suggested, as they are wide ranging and require considerable reorganisation. Ideally. this would be prepared following agreement on policy so as to ensure effective implementation. Similarly it will be necessary to examine the organisation and structures required but this also can only be undertaken in a meaningful way when policy has been determined.