• Background parenchymal enhancement on baseline screening breast MRI: impact on biopsy rate and short-interval follow-up.

      Hambly, Niamh M; Liberman, Laura; Dershaw, D David; Brennan, Sandra; Morris, Elizabeth A; Department of Radiology, Breast Imaging Section, Memorial Sloan-Kettering Cancer Center, New York, NY, USA. niamhhambly@yahoo.co.uk (2011-01)
      Background parenchymal enhancement on breast MRI refers to normal enhancement of the patient's fibroglandular tissue. The aim of this study was to determine the effect of background parenchymal enhancement on short-interval follow-up, biopsy, and cancer detection rate on baseline screening MRI in a high-risk group.
    • Bacteremia during adenoidectomy: a comparison of suction diathermy adenoid ablation and adenoid curettage.

      Casserly, Paula; Kieran, Stephen; Phelan, Eimear; Smyth, Edmond; Lacy, Peter; Department of Otolaryngology-Head and Neck Surgery, Beaumont Hospital, Dublin, Republic of Ireland. (2010-08)
      Transient bacteremia is induced by adenoidectomy when the integrity of the nasopharyngeal membrane is broken. The aim of this study was to determine the incidence of bacteremia in patients undergoing adenoidectomy, to identify the causative organisms, and to compare the incidences of bacteremia between the two techniques suction diathermy and curettage.
    • Bare below the elbows: A comparative study of a tertiary and district general hospital

      Collins, AM; Connaughton, J; Hill, ADK; Ridgway, PF (Irish Medical Journal (IMJ), 2013-10)
      A Bare Below the Elbows (BBTE) dress code policy has been introduced by the majority of NHS trusts in the UK. The aim of this Irish study was to evaluate the impact of an educational intervention on perception of medical attire. The study was carried out in two centres: a tertiary referral centre (Beaumont Hospital) and a district hospital (MRH, Portlaoise). Two questionnaires, incorporating photographic evaluation of appropriate attire for consultants and junior doctors, were completed pre and post BBTE education. One hundred and five patients participated. Analysis pre BBTE education indicated patients considered formal attire and white coats most appropriate for consultants and junior doctors respectively. Post-intervention analysis revealed a significant reduction in the popularity of both (p <0.001), with scrubs and smart casual attire gaining significant support in both cohorts (p <0.001). Our findings demonstrated that patient opinion on medical attire is malleable. The support of such a policy may be achieved if patients are informed that the aim is to reduce the spread of healthcare-associated infections.
    • Beaumont Hospital Annual Report 1993

      Beaumont Hospital. (Beaumont Hospital, 1994)
      1993 has been a year of steady progress in all departments of the hospital as well as being a year of consolidation. While much remains to be done to achieve our stated mission of becoming a Centre of Excellence in the provision of health-care services, I believe the hospital has now grown into a mature and efficiently run institution. It will be seen from our earlier Annual Reports that the major initial task facing the hospital was one of operations management to cater for the fast-growing huge volume of business. It was necessary to design and install new systems for patient appointments, service operations, planning and control, as well as new procedures and practices in order to operate them effectively.
    • Beaumont Hospital annual report 1994

      Beaumont Hospital (Beaumont Hospital, 1995)
      In analysing activity patterns, 1994 was yet another extremely busy year for the Hospital with workload in operating theatres and support departments showing a substantial increase on 1993 levels. As in previous years the Accident & Emergency Department continued to experience high demand in the winter months with admissions through this department representing 57% of the total admissions to the Hospital. This necessitated the regular cancellation of elective cases at peak demand.
    • Beaumont Hospital annual report 1997

      Beaumont Hospital (1998)
      A major worry for the hospital which is occupying much of the Hospital Board's time is the shortage of nursing staff. We are aware that Beaumont is not unique in relation to this issue. We must do all within our power to address this shortage and take whatever appropriate measures necessary to rectify the situation. I am fully aware that the Director of Nursing and her Executive are monitoring the overall situation on a regular basis and taking the necessary steps to ensure that we continue to provide the highest quality of patient care. Be assured that we will no t let our standard of patient care drop. The Strategic Planning Exercise commenced in November, and the many associated Task Groups have begun their work. I am encouraged by the large number of staff participating in these groups. It is a unique opportunity for staff to be able to input th eir ideas opinions and views as to the future shape and direction of the hospital. We look forward to the output from these groups, due in the middle of 1998. I would again encourage as many staff as possible to continue to participate in this exercise. Each year, there is a fine balancing act or task to be performed by the hospital. The task is to conunue to provide a high quality service. with activity levels increasing all the time, whilst attempting to stay within the budget allocated to us by the Department of Health and Children. It is becoming an almost impossible task to complete, especially with the restrictions which are put on us by the Budget we are allocated. The overall issue of how funding is calculated and allocated needs to be examined alluded to this in last year's report. but things continue to get more and more pressurised. Very little, if any, progress has been made, and I do feel that there is a major opportunity for overhaul in this area with the introduction of the new ERHA. Beaumont will continue to push for this.
    • Beaumont Hospital annual report 1998

      Beaumont Hospital (Beaumont Hospital, 1999)
      As in previous years the hospital operated to full capacity particularly in relation to the demand for beds due to the increasing number of emergency and scheduled patient referrals. Total admissions increased by 530 on 1998. Day case activiry increased by 21 % on 1998; out patient attendances showed an increase of 5% while Accident & Emergency attendances increased by 2%. Bedumol'll also acted as a major national and tertiary referral centre with 23% of admissions in 1998 from outside the region. Against this background of increasing demand the hospital was able to deliver on its Service Plan agreed with the Department of Health and Children. The activity levels for the hospital are shown on tables 1 - 10 on the following pages.
    • Beaumont Hospital annual report 1999

      Beaumont Hospital (Beaumont Hospital, 2000)
    • Beaumont Hospital annual report, 1995.

      Beaumont Hospital (Beaumont Hospital, 1996)
      The challenges which the health service in Ireland faces are many and varied. And, rather than expecting that those challenges will diminish, we must accept that they will continue to increase. It is inevitable that our Government with not be able to respond fully, within the constraints of national finances, to this increasing demand. It will, inevitably, have to rely on the special dedication of staff at all levels and in all walks of life, so to speak, within the health service. In short, it will rely on the special people who constitute the staff of Beaumont Hospital.
    • Beaumont Hospital annual report, 2000.

      Beaumont Hospital (Beaumont Hospital, 2001)
      The first year of the new millennium was a period of continuing challenge, and achievement, for Beaumont Hospital. The Irish Health Service in general and the north Dublin area in particular operates under very severe pressure. Beaumont Hospital plays a pivotal role in providing an impressive quality of care to our many thousands of patients. The hospital, rightly, takes great pride in providing equity of access to patients who live locally, to those referred for special services of multidisciplinary care and to those referred to the national specialties. Early in the year the Minister for Health & Children announced a capital sum of £27m to Beaumont Hospital to facilitate the provision and replacement of essential equipment and general refurbishment and upgrading of the hospital buildings. In March 2000, the Eastern Regional Health Authority was created and Beaumont Hospital is developing a close and very productive relationship with the ERHA. During my first year as Chairman of the Hospital I have been enormously impressed by the commitment and dedication of the over 2500 professionals employed at Beaumont. On behalf of the Hospital Board, I wish to place on record our thanks to all employees for their efforts in helping to maintain Beaumont as a leading provider of quality care to patients drawn from allover Ireland. Peter F. Webster. Chairman.
    • Beaumont Hospital biennial report 1991-1992.

      Beaumont Hospital (Beaumont Hospital, 1992)
      When Beaumont Hospital was in its first year of operation, the then Minister for Health , Dr. Rory O' Hanlon, announced publicly that aside from our primary purpose of providing a first-class range of medical facilities and services to the community we serve, he commission ed Beaumont Hospital to engage in a pilot development scheme on which to model a hospital organisation structure and information technology systems to meet specific objectives. These objectives included, inter alia, the development of new resource allocating mechanisms that would enable cost- effectiveness and efficiency to be monitored and evaluated . An alert administrator will know that as a public service institution with limited resources at its disposal and where accountability and delegated responsibility come into play, a hospital has to be run like a business. Yet hospitals are vastly more complex than a typical business. Techniques and strategies that work in manufacturing and retailing, for example, may well prove inadequate in the hospital sector.
    • Beaumont Hospital provider plan 2001

      Beaumont Hospital (Beaumont Hospital, 2002)
    • Beaumont Hospital triennial report 1988-1990.

      Beaumont Hospital. (Beaumont Hospital, 1991)
      I have pleasure on behalf of the Board in presenting Beaumont Hospital's first Report. Of necessity, it is an omnibus edition incorporating the activities of the Hospital for our first three years of operation. In addition to providing an account of our stewardship, financial and operational. for that period, the report contains some broad indicators dealing with our development plans for the immediate years ahead. At the risk of stating the obvious, I feel it may be useful at the outset to say what Beaumont Hospital is in the context of the provision of medical services to the Irish community. Beaumont Hospital is a major acute general hospital. It serves a densely populated catchment area of some 250,000 people in North-East Dublin. It also provides a regional and national service in certain specialties. In addition, Beaumont Hospital is a major teaching hospital with special links to the Royal College of Surgeons in Ireland. Beaumont Hospital was launched in November 1987 and around that time the then Minister for Health in a major statement in the Dail on the subject of acute hospital services referred to the need to have an acute hospital system which was geared to our ability to resource it and which was efficient and caring. The Minister further indicated that the system should be organised to provide a quality medical and teaching service in a business-like manner. The essence of those statements by the Minister encapsulates what Beaumont Hospital's mission should be and the work of the Board and management has been centred around the achievement of those aims and objectives. Niall G.Weldon. Chairman.
    • Beaumont Hospital: a closer look: annual report 2007.

      Beaumont Hospital (Beaumont Hospital, 2008)
      Beaumont Hospital has "come of age" at one of the most difficult and challenging periods in the history of the Irish health service. We celebrate our 21st year at a time when radical change is occurring in all aspects of the health service. This will have a profound effect on the nature of future services, how and where they are delivered and, ultimately, on their timeliness and quality for all users. As a large acute hospital, Beaumont's traditional role has been to provide a comprehensive range of medical services encompassing more than 50 different specialities, on a general basis to an immediate catchment area of some 250,000 people, regional specialisations to a wider population and some highly specialised services to people throughout Ireland. As an academic hospital we are also extensively engaged in teaching and research. But few organisations operate in isolation and a hospital, more than most. has a vital organic role to play in meeting the needs of its communities. In every area of our activity change is a constant factor and theme as research improves our understanding and advances in medical science enable us to provide better therapies and improved health outcomes. I am pleased to say that in Beaumont we have long recognised that we can also serve the people in our catchment areas through a combination of outreach and networked services, working along side a wide variety of service providers. The harnessing of modern information technology, for example, has enabled our highly skilled neurosurgeons to work with colleagues in hospitals throughout Ireland in managing the condition of patients with head injuries. It has seen the successful development of a service which treats patients with chronic obstructive pulmonary disease in their own home, relieving them of the need for repeat visits to an all too busy emergency department.
    • Beaumont hospital: Positive developments: annual report 2006.

      Beaumont Hospital (Beaumont Hospital, 2007)
      As one of the country's largest acute hospitals, Beaumont continues to operate at consistently dose to maximum capacity and. indeed, often above that level. It provided close to a quarter of a million bed days last year, some 13,000 theatre procedures, 140,000 radiology examinations and catered for approximately 160,000 outpatient attendances and day cases. In addition to meeting the needs of a large population in North Dublin and its environs Beaumont also provides wider regional specialities and is the tertiary referral centre for a number of important national specialities. Donal O'Shea. Chairman.
    • Beaumont Rapid Assessment Team (BRAT) service R\V

      Ward, Peter; Murphy, Carole; Beaumont Hospital, Dublin (Health Service Executive (HSE), 2014-02-28)
    • The Beckman DxI 800 prolactin assay demonstrates superior specificity for monomeric prolactin.

      Byrne, Brendan; O'Shea, Paula; Barrett, Patricia; Tormey, William; Department of Chemical Pathology, Beaumont Hospital, Dublin, Ireland. brendanbyrne@beaumont.ie (2010-02)
      Commercially available prolactin immunoassays detect macroprolactin to variable degrees. Best practice requires laboratories to assess the cross-reactivity of their prolactin assay with macroprolactin, and where appropriate, introduce a screen for the presence of macroprolactin. Our policy has been to reanalyse hyperprolactinaemic samples following polyethylene glycol (PEG) precipitation and to report the resultant value as the monomeric prolactin content of the sample. The goal of this study was to determine the need to continue PEG precipitation when prolactin measurements with the Wallac AutoDELFIA were replaced by the Beckman DxI 800.
    • Below knee angioplasty in elderly patients: predictors of major adverse clinical outcomes.

      Keeling, Aoife N; Khalidi, Karim; Leong, Sum; Wang, Tim T; Ayyoub, Alaa S; McGrath, Frank P; Athanasiou, Thanos; Lee, Michael J; Department of Academic Radiology, Beaumont Hospital, Beaumont Road, Dublin 9,, Ireland. (2012-02-01)
      AIM: To determine predictors of clinical outcome following percutaneous transluminal angioplasty (PTA) in elderly patients with below knee atherosclerotic lesions causing intermittent claudication (IC) or critical limb ischaemia (CLI). MATERIALS AND METHODS: Over 7.5 years, 76 patients (CLI 72%, n = 55) underwent below knee PTA. The composite end-point of interest was major adverse clinical outcome (MACO) of the treated limb at follow-up which was defined as clinical failure, need for subsequent endovascular or surgical revascularization or amputation. Actuarial freedom from MACO was assessed using Kaplan-Meier curves and multivariable Cox proportional hazards regression. RESULTS: IC was improved in 95% at mean 3.4 years (range 0.5-108 months). Successful limb salvage and ulcer healing were seen in 73% with CLI. Most failures were in the CLI group (27% CLI vs. 5% IC), with an amputation rate of 16% for CLI vs. 5% for IC and persistent ulceration in 24% of CLI. Significant independent predictors of MACO were ulceration (hazard ratio 4.02, 95% CI = 1.55-10.38) and family history of atherosclerosis (hazard ratio 2.53, 95% CI = 1.1-5.92). CONCLUSION: Primary below knee PTA is a feasible therapeutic option in this elderly population. Limb ulceration and family history of atherosclerosis may be independent predictors of adverse outcome.