5th INTERNATIONAL CONGRESS ON HEALTHCARE AND HOSPITAL MANAGEMENT
“Innovation in Healthcare Services, Lean Management and Technological Developments”
10 -13 December 2014
www.hsyk-antalya.org
Spice Hotels & SPA, Belek, Antalya
HEALTH SECTOR TRANSFORMATION IN QUALITYMarkos Paulos
This document provides guidelines for quality improvement in Ethiopian health facilities. It discusses key quality improvement concepts like quality planning, improvement, and control. Quality is defined as care that is safe, effective, patient-centered, timely, efficient, and equitable. Quality improvement is presented as a cyclical process involving setting standards, assessing performance against standards, identifying and prioritizing problems, analyzing causes, developing solutions, and implementing and evaluating action plans. The principles of client focus, provider focus, systems approach, teamwork, effective communication, and data use are also outlined.
Ethiopia: Governing for Quality Improvement in the Context of UHCHFG Project
The government of Ethiopia launched the Health Sector Development Program (HSDP) in the 1990s. During the 2010 reform of the health sector, the Drug Administration and Control Agency was re-established to focus on regulating drugs and food, and expanded their scope by including the regulation of health facilities and personnel. They changed their name to the Ethiopian Food, Medicine and Healthcare Administration and Control Authority, and developed a list of minimum health facility requirements, regulating both public and private health facilities.
This document discusses hospitals as systems. It begins by classifying hospitals according to directory, ownership, bed size, nature, and medical system. It then describes the different types of hospitals according to these classifications. The document outlines the key functions and departments of hospitals, including outpatient, inpatient, intensive care, emergency, day care, and operating theaters. It discusses the organizational structure and process flows within hospitals to deliver clinical services and achieve their overall objectives of providing healthcare.
trends and issue in health care delivery systemRutaba Rajput
This presentation discusses trends and issues in healthcare delivery systems. It identifies key trends like patient-centered care, disease prevention and management. Issues include physical inactivity, obesity and substance abuse. Factors influencing the system are described like economics, culture and behavior. The presentation outlines components of healthcare delivery like providers, facilities and information systems. Models and frameworks for delivery are presented. Methods to improve the system address quality standards, processes and outcomes.
Health Systems Strengthening Programs/Approaches: Experience from EthiopiaHealth Systems 20/20
The document discusses health systems strengthening (HSS) programs and approaches in Ethiopia. There is no clear or common understanding of what HSS entails. It can be viewed as focused on health subsystems, diseases, or construction of facilities. The key HSS building blocks experienced in Ethiopia include health financing, workforce, information systems, supply management, and governance. Financing for HSS comes from various global and bilateral partners as well as the Ethiopian government. Recommendations include focusing on the big picture of comprehensive HSS, establishing networking, and promoting harmonization of the HSS concept.
A Career in Hospital Management, Master’s in Hospital Administration (MHA)/MB...Healthcare consultant
ALL labour that uplifts humanity has dignity and importance and should be undertaken with painstaking excellence, said Martin Luther King, Jr. The Master’s in Hospital Administration course is meant for those people who share these sentiments, because job responsibilities range from giving astute guidance in administration to managing the daily affairs of the hospital.
Efficient management can play a role in saving more lives. With the advent of medical tourism and rapid development in technologies the health sector is emerging as one of the fastest growing sectors in India. Several corporates and business organisations have forayed into the healthcare sector, thus resulting in the healthcare delivery system becoming more organised, systematic and efficient. Hence, the healthcare industry needs professionals who can handle these challenges.
Muir Gray at the First National Conference on Health Care Quality RegistersTHL
The document discusses increasing value in healthcare systems through a "Triple Value Healthcare" approach. It proposes focusing on personal value for individuals, population value for given populations, and technical value through optimizing outcomes and resource use. Key strategies include providing full information to patients, shifting resources from overused to underused areas, developing population-based systems and networks, and creating a culture of stewardship. The goal is to improve outcomes while making the best use of limited resources.
HEALTH SECTOR TRANSFORMATION IN QUALITYMarkos Paulos
This document provides guidelines for quality improvement in Ethiopian health facilities. It discusses key quality improvement concepts like quality planning, improvement, and control. Quality is defined as care that is safe, effective, patient-centered, timely, efficient, and equitable. Quality improvement is presented as a cyclical process involving setting standards, assessing performance against standards, identifying and prioritizing problems, analyzing causes, developing solutions, and implementing and evaluating action plans. The principles of client focus, provider focus, systems approach, teamwork, effective communication, and data use are also outlined.
Ethiopia: Governing for Quality Improvement in the Context of UHCHFG Project
The government of Ethiopia launched the Health Sector Development Program (HSDP) in the 1990s. During the 2010 reform of the health sector, the Drug Administration and Control Agency was re-established to focus on regulating drugs and food, and expanded their scope by including the regulation of health facilities and personnel. They changed their name to the Ethiopian Food, Medicine and Healthcare Administration and Control Authority, and developed a list of minimum health facility requirements, regulating both public and private health facilities.
This document discusses hospitals as systems. It begins by classifying hospitals according to directory, ownership, bed size, nature, and medical system. It then describes the different types of hospitals according to these classifications. The document outlines the key functions and departments of hospitals, including outpatient, inpatient, intensive care, emergency, day care, and operating theaters. It discusses the organizational structure and process flows within hospitals to deliver clinical services and achieve their overall objectives of providing healthcare.
trends and issue in health care delivery systemRutaba Rajput
This presentation discusses trends and issues in healthcare delivery systems. It identifies key trends like patient-centered care, disease prevention and management. Issues include physical inactivity, obesity and substance abuse. Factors influencing the system are described like economics, culture and behavior. The presentation outlines components of healthcare delivery like providers, facilities and information systems. Models and frameworks for delivery are presented. Methods to improve the system address quality standards, processes and outcomes.
Health Systems Strengthening Programs/Approaches: Experience from EthiopiaHealth Systems 20/20
The document discusses health systems strengthening (HSS) programs and approaches in Ethiopia. There is no clear or common understanding of what HSS entails. It can be viewed as focused on health subsystems, diseases, or construction of facilities. The key HSS building blocks experienced in Ethiopia include health financing, workforce, information systems, supply management, and governance. Financing for HSS comes from various global and bilateral partners as well as the Ethiopian government. Recommendations include focusing on the big picture of comprehensive HSS, establishing networking, and promoting harmonization of the HSS concept.
A Career in Hospital Management, Master’s in Hospital Administration (MHA)/MB...Healthcare consultant
ALL labour that uplifts humanity has dignity and importance and should be undertaken with painstaking excellence, said Martin Luther King, Jr. The Master’s in Hospital Administration course is meant for those people who share these sentiments, because job responsibilities range from giving astute guidance in administration to managing the daily affairs of the hospital.
Efficient management can play a role in saving more lives. With the advent of medical tourism and rapid development in technologies the health sector is emerging as one of the fastest growing sectors in India. Several corporates and business organisations have forayed into the healthcare sector, thus resulting in the healthcare delivery system becoming more organised, systematic and efficient. Hence, the healthcare industry needs professionals who can handle these challenges.
Muir Gray at the First National Conference on Health Care Quality RegistersTHL
The document discusses increasing value in healthcare systems through a "Triple Value Healthcare" approach. It proposes focusing on personal value for individuals, population value for given populations, and technical value through optimizing outcomes and resource use. Key strategies include providing full information to patients, shifting resources from overused to underused areas, developing population-based systems and networks, and creating a culture of stewardship. The goal is to improve outcomes while making the best use of limited resources.
The document provides information about the Department of Hospital Administration at Teerthanker Mahaveer University. It discusses the growth of the healthcare sector in India and the demand for professionally managed hospitals. It then summarizes the details of the department, including the infrastructure and diverse faculty. It outlines the MBA in Hospital Management program structure, curriculum, teaching methodology, career opportunities, and highlights opportunities in various sectors like hospitals, health insurance, public health and more.
This is a presentation on the Health care and hospital management.The topic cover on this presentation is Introduction of health, Health Care provider, Components of healthcare delivery system, Levels of health care, Rural Health care system in India, Hospital management system, Type, Introduction of automation management, Problem definition, Advantages of computerized hospital management system, Requirement specification, User interface, Screen shorts of software etc.
This document discusses the many challenges faced by modern hospitals. Hospitals must balance the needs of patients, staff, and operations while managing new technologies, regulations, and limited resources. Key challenges include a lack of infrastructure and staff, financial constraints, overcrowding, and meeting the high expectations of patients and the community in a competitive healthcare environment. Hospitals must also navigate legal requirements and community responsibilities while maintaining quality care. Strategies to address these challenges involve clear responsibilities, training, efficiency, technology, community relations, and strong leadership.
The health system in Bangladesh is pluralistic and aims to ensure healthy lives for all citizens as outlined in its constitution and international agreements. It consists of community clinics, rural health centers, upazila health complexes, and district and specialized hospitals. However, the health workforce is unevenly distributed between urban and rural areas. National health programs target communicable diseases, family planning and maternal and child health. The government finances 26% of health spending while out-of-pocket payments account for 63.3%. Bangladesh aims to expand coverage through its health sector reform programs.
Management strategies of healthcare institutions e learning course lecture 1_kaMazen Yehia Omar
This document outlines the course structure and content for a course on management strategies for healthcare institutions. The course is divided into lectures covering topics such as strategic planning, management processes, and guidelines for improving healthcare management. Lecture one provides an orientation to the course and introduces key concepts in healthcare, including definitions of health and healthcare services, as well as the functions and types of healthcare institutions. Learners will complete readings, exercises and a final exam to assess their understanding of strategic management approaches in healthcare.
This is the product of compilation from various sources. I would like to acknowledge all direct and indirect sources although they have not been mentioned explicitly within the document.
Pharmacists play several important roles in managed health care organizations including distributing and dispensing drugs, ensuring patient safety, developing clinical programs, communicating with patients and providers, designing drug benefits, managing business operations, and controlling costs. They work to provide appropriate, effective, and affordable drug therapies to patients through various functions like utilization review, prior authorizations, quality assurance programs, and collaborating with physicians on prescribing practices.
The document discusses Ethiopia's Health Sector Transformation Plan (HSTP), which aims to achieve universal health coverage through strengthening primary health care. The HSTP is guided by principles including self-reliance, community ownership, equity, and a focus on primary care. It outlines strategic objectives and initiatives to improve health status, enhance community ownership, ensure efficient resource use, increase access to quality services, strengthen emergency response, and enhance governance. The plan aims to transform Ethiopia's health system to meet the needs of its growing and developing population through 2035.
The document discusses quality improvement approaches for healthcare management in resource-constrained settings. It introduces the '5S-CQI-TQM' model which incorporates 5S principles for organizing the workplace, continuous quality improvement (CQI) using the PDCA cycle, and total quality management (TQM). The model was piloted in hospitals in Bangladesh and found to be cost-effective for driving continuous quality improvement in challenging resource environments. Key benefits included improved processes, employee satisfaction, and patient outcomes. Ongoing challenges to implementation are also discussed.
This document discusses healthcare management and governance in Africa. It defines key concepts like governance, clinical governance, integrated governance and their importance. It outlines components of clinical governance like quality assurance, standards, risk management and performance measurement. It emphasizes that governance requires clear structures, accountability, information systems, standards, and continuous quality improvement through strategies like process mapping and Lean. The overall goal of governance is to continually improve patient care and safety.
The document provides an overview of a course on health service systems and health systems. It discusses several topics that will be covered in the course, including major issues in organizing health services, assessing population health status, analyzing healthcare access and costs. The course will also examine sociopolitical, economic, and ethical issues facing public health systems. Students will learn about different components of health systems through mini-lectures, discussions, and by analyzing case studies.
4. health human resources as part of health service managementSanjiv Rajak
The document discusses key issues related to health human resources (HRH) in Bangladesh. It notes that HRH are critical to health systems but there are several problems, including shortages, maldistribution between urban and rural areas, skill-mix imbalances, and weak career prospects. Specifically, there are not enough health workers to meet WHO thresholds. Distribution is skewed towards cities, and skill levels do not match the recommended ratios of doctors, nurses, and other staff. Working conditions are also negative due to overwork and lack of incentives. [END SUMMARY]
Dr. Barry White, former HSE National Director, Clinical Strategy and ProgrammesInvestnet
The document discusses issues with the modern healthcare system including a reductionist approach, unrealistic expectations of health, and the failure to address behavioral factors. It argues that defining health as complete well-being has medicalized society and generated unnecessary demand. Bloodletting was the dominant medical practice for over 2000 years based on the ancient humoral theory but provided no improvement in life expectancy. While reductionism led to advances in the 20th century, a holistic approach is also needed. The key is developing self-awareness among both patients and clinicians to reconcile physical, psychological and social well-being.
The document describes the Navigator Project Talent Integration Process exploratory study by the Chief Executive Officer of the Ontario Medical Association. It discusses (1) strengthening healthcare as a priority in Canada and Ontario, (2) background on health human resources planning in Canada, Ontario, and Ontario hospitals, and (3) the CAPE Talent Integration Process which uses an advanced online technology to collaboratively match healthcare professionals' competencies with requirements in real-time through evidence-based practices.
Hospital management and service improvement presentation - low and middle inc...Dr Edward Fitzgerald
Hospital management and service improvement presentation - low and middle income countries:
Discuss the basic principles of health system and hospital management.
Describe how management quality is measured and linked to system performance and outcome.
Outline specific aspects of hospital management relevant to LMIC health systems and hospitals.
Presentation given by Dr. Rajesh Harshvardhan, Department of Hospital Administration, AIIMS on August 1st, 2011 at eWorld Forum (www.eworldforum.net) in the session Sharing Good Practices in eGovernance
A hospital is organized into a governing body that oversees policies, an administrator that manages daily operations, and departments that provide professional and non-professional care. The professional care departments include medical, nursing, paramedical, pathology, pharmacy, radiology, and rehabilitation. Each department is responsible for specific clinical services or tasks related to patient care and treatment. Non-professional departments support hospital operations through services like administration, accounting, maintenance, and housekeeping.
This document outlines the Master in Hospital Administration and Health Management course at Dr. Kyawt Sann Lwin's university. It discusses the course objectives, core faculty members, topics that will be covered in health management and hospital management. The topics include health systems, quality management, human resources, health policy, and more. The course will involve lectures, assignments, tests and a final exam. Students will also complete a health systems research project involving protocol development, data collection and analysis.
A hospital provides medical, nursing, and health services to patients. Its main functions include prevention, treatment, training, and research. For treatment, hospitals have inpatient and outpatient departments. The inpatient department admits patients who need close monitoring during procedures, while the outpatient department provides services without admission. Hospitals also have departments for medical care, nursing, surgery, pharmacy, rehabilitation, radiology, laboratories, dietary, and sterile supplies.
The document provides information about the Department of Hospital Administration at Teerthanker Mahaveer University. It discusses the growth of the healthcare sector in India and the demand for professionally managed hospitals. It then summarizes the details of the department, including the infrastructure and diverse faculty. It outlines the MBA in Hospital Management program structure, curriculum, teaching methodology, career opportunities, and highlights opportunities in various sectors like hospitals, health insurance, public health and more.
This is a presentation on the Health care and hospital management.The topic cover on this presentation is Introduction of health, Health Care provider, Components of healthcare delivery system, Levels of health care, Rural Health care system in India, Hospital management system, Type, Introduction of automation management, Problem definition, Advantages of computerized hospital management system, Requirement specification, User interface, Screen shorts of software etc.
This document discusses the many challenges faced by modern hospitals. Hospitals must balance the needs of patients, staff, and operations while managing new technologies, regulations, and limited resources. Key challenges include a lack of infrastructure and staff, financial constraints, overcrowding, and meeting the high expectations of patients and the community in a competitive healthcare environment. Hospitals must also navigate legal requirements and community responsibilities while maintaining quality care. Strategies to address these challenges involve clear responsibilities, training, efficiency, technology, community relations, and strong leadership.
The health system in Bangladesh is pluralistic and aims to ensure healthy lives for all citizens as outlined in its constitution and international agreements. It consists of community clinics, rural health centers, upazila health complexes, and district and specialized hospitals. However, the health workforce is unevenly distributed between urban and rural areas. National health programs target communicable diseases, family planning and maternal and child health. The government finances 26% of health spending while out-of-pocket payments account for 63.3%. Bangladesh aims to expand coverage through its health sector reform programs.
Management strategies of healthcare institutions e learning course lecture 1_kaMazen Yehia Omar
This document outlines the course structure and content for a course on management strategies for healthcare institutions. The course is divided into lectures covering topics such as strategic planning, management processes, and guidelines for improving healthcare management. Lecture one provides an orientation to the course and introduces key concepts in healthcare, including definitions of health and healthcare services, as well as the functions and types of healthcare institutions. Learners will complete readings, exercises and a final exam to assess their understanding of strategic management approaches in healthcare.
This is the product of compilation from various sources. I would like to acknowledge all direct and indirect sources although they have not been mentioned explicitly within the document.
Pharmacists play several important roles in managed health care organizations including distributing and dispensing drugs, ensuring patient safety, developing clinical programs, communicating with patients and providers, designing drug benefits, managing business operations, and controlling costs. They work to provide appropriate, effective, and affordable drug therapies to patients through various functions like utilization review, prior authorizations, quality assurance programs, and collaborating with physicians on prescribing practices.
The document discusses Ethiopia's Health Sector Transformation Plan (HSTP), which aims to achieve universal health coverage through strengthening primary health care. The HSTP is guided by principles including self-reliance, community ownership, equity, and a focus on primary care. It outlines strategic objectives and initiatives to improve health status, enhance community ownership, ensure efficient resource use, increase access to quality services, strengthen emergency response, and enhance governance. The plan aims to transform Ethiopia's health system to meet the needs of its growing and developing population through 2035.
The document discusses quality improvement approaches for healthcare management in resource-constrained settings. It introduces the '5S-CQI-TQM' model which incorporates 5S principles for organizing the workplace, continuous quality improvement (CQI) using the PDCA cycle, and total quality management (TQM). The model was piloted in hospitals in Bangladesh and found to be cost-effective for driving continuous quality improvement in challenging resource environments. Key benefits included improved processes, employee satisfaction, and patient outcomes. Ongoing challenges to implementation are also discussed.
This document discusses healthcare management and governance in Africa. It defines key concepts like governance, clinical governance, integrated governance and their importance. It outlines components of clinical governance like quality assurance, standards, risk management and performance measurement. It emphasizes that governance requires clear structures, accountability, information systems, standards, and continuous quality improvement through strategies like process mapping and Lean. The overall goal of governance is to continually improve patient care and safety.
The document provides an overview of a course on health service systems and health systems. It discusses several topics that will be covered in the course, including major issues in organizing health services, assessing population health status, analyzing healthcare access and costs. The course will also examine sociopolitical, economic, and ethical issues facing public health systems. Students will learn about different components of health systems through mini-lectures, discussions, and by analyzing case studies.
4. health human resources as part of health service managementSanjiv Rajak
The document discusses key issues related to health human resources (HRH) in Bangladesh. It notes that HRH are critical to health systems but there are several problems, including shortages, maldistribution between urban and rural areas, skill-mix imbalances, and weak career prospects. Specifically, there are not enough health workers to meet WHO thresholds. Distribution is skewed towards cities, and skill levels do not match the recommended ratios of doctors, nurses, and other staff. Working conditions are also negative due to overwork and lack of incentives. [END SUMMARY]
Dr. Barry White, former HSE National Director, Clinical Strategy and ProgrammesInvestnet
The document discusses issues with the modern healthcare system including a reductionist approach, unrealistic expectations of health, and the failure to address behavioral factors. It argues that defining health as complete well-being has medicalized society and generated unnecessary demand. Bloodletting was the dominant medical practice for over 2000 years based on the ancient humoral theory but provided no improvement in life expectancy. While reductionism led to advances in the 20th century, a holistic approach is also needed. The key is developing self-awareness among both patients and clinicians to reconcile physical, psychological and social well-being.
The document describes the Navigator Project Talent Integration Process exploratory study by the Chief Executive Officer of the Ontario Medical Association. It discusses (1) strengthening healthcare as a priority in Canada and Ontario, (2) background on health human resources planning in Canada, Ontario, and Ontario hospitals, and (3) the CAPE Talent Integration Process which uses an advanced online technology to collaboratively match healthcare professionals' competencies with requirements in real-time through evidence-based practices.
Hospital management and service improvement presentation - low and middle inc...Dr Edward Fitzgerald
Hospital management and service improvement presentation - low and middle income countries:
Discuss the basic principles of health system and hospital management.
Describe how management quality is measured and linked to system performance and outcome.
Outline specific aspects of hospital management relevant to LMIC health systems and hospitals.
Presentation given by Dr. Rajesh Harshvardhan, Department of Hospital Administration, AIIMS on August 1st, 2011 at eWorld Forum (www.eworldforum.net) in the session Sharing Good Practices in eGovernance
A hospital is organized into a governing body that oversees policies, an administrator that manages daily operations, and departments that provide professional and non-professional care. The professional care departments include medical, nursing, paramedical, pathology, pharmacy, radiology, and rehabilitation. Each department is responsible for specific clinical services or tasks related to patient care and treatment. Non-professional departments support hospital operations through services like administration, accounting, maintenance, and housekeeping.
This document outlines the Master in Hospital Administration and Health Management course at Dr. Kyawt Sann Lwin's university. It discusses the course objectives, core faculty members, topics that will be covered in health management and hospital management. The topics include health systems, quality management, human resources, health policy, and more. The course will involve lectures, assignments, tests and a final exam. Students will also complete a health systems research project involving protocol development, data collection and analysis.
A hospital provides medical, nursing, and health services to patients. Its main functions include prevention, treatment, training, and research. For treatment, hospitals have inpatient and outpatient departments. The inpatient department admits patients who need close monitoring during procedures, while the outpatient department provides services without admission. Hospitals also have departments for medical care, nursing, surgery, pharmacy, rehabilitation, radiology, laboratories, dietary, and sterile supplies.
Learning Hospital Administration is different from other medical specialties. there are no tangibles. It is nebulous, subtle... but in the end it is transformational.
Hospital administration role in quality patient careShaharul Sohan
Hospital administration ensures that hospitals run efficiently and provide quality patient care. Key responsibilities of hospital administrators include overseeing departments, recruiting and managing staff, ensuring compliance with policies and regulations, and coordinating efforts to achieve common goals like quality care. Effective hospital administration requires planning, organizing, staffing, directing, coordinating, reporting, budgeting, supervising, and evaluating all hospital activities and processes. The role of the administrator is crucial to the success of the hospital organization and the care provided to patients.
Hospital – its functions, types and organization- By rxvichu !!! :)RxVichuZ
Hello friends...........:)
This is my first ppt on HOSPITAL PHARMACY SUBJECT......
This ppt comprises:
a. DEFINITION OF HOSPITAL
b. FUNCTIONS OF HOSPITAL
c. CLASSIFICATION OF HOSPITAL
d. ORGANIZATION OF HOSPITAL.........
Hope u like the ppt! do send ur reviews!!!
@rxvichu-alwz4uh!! :)
As a hospital administrator, their roles include planning, organizing, staffing, directing, controlling, and coordinating hospital management functions. The goal of all administrators is to maximize output through productivity and efficiency. Productivity is measured as output over input, and can be increased by boosting output while maintaining or decreasing inputs. Effectiveness means achieving objectives by focusing on outputs and outcomes. Efficiency means achieving objectives with the least amount of resources. Hospital administrators must balance roles related to patients, the hospital organization, and the surrounding community.
This document discusses the organizational structures of hospitals. It describes the classifications of healthcare as primary, secondary, and tertiary care. Hospitals are also classified as general, specialty, rehabilitation, long-term care, or nursing homes. Regulatory agencies oversee hospitals. The roles of the governing board, hospital administrator, and medical staff are outlined. Advances in technology have increased complexity and professional specialization within hospitals. Effective communication and leadership are needed to coordinate the diverse professionals and administrative functions within this complex organizational system.
The document discusses Theodore Levitt's quote that creativity involves thinking up new things while innovation is doing new things. It then provides examples of innovations in nursing education, clinical practice, and other areas to improve patient care and outcomes. Some innovations discussed include use of technology like e-learning, high-fidelity simulators, evidence-based practice, and achieving Magnet hospital status.
Hospital administration & Hospital AdministratorNc Das
This document outlines the key aspects of hospital administration. It discusses how hospital administration has evolved from poor houses to complex medical institutions. An effective hospital administrator must balance internal management with community expectations by maintaining positive relations with staff, patients, and other health organizations. The document then provides details on the administrative setup of Dr. RML Hospital, including the roles and responsibilities of the medical superintendent and other positions. It also describes the important skills, roles, and responsibilities required of a successful modern hospital administrator.
This document discusses healthcare governance and its role in improving healthcare quality, access, accountability, and transparency. Healthcare governance is defined as a framework that ensures healthcare services meet standards and are delivered appropriately to all users. It promotes accountability, openness, and learning from mistakes to continuously improve care. The roles of various stakeholders like users, professionals, and government are described. Specifically, user involvement in planning and delivery can improve their experience, while transparency is needed for continuous learning. Finally, the document argues for introducing healthcare governance strategies and policies in Nepal to formalize this approach and achieve policy goals of improving access and care.
This document provides an overview of public health and the structure of Pakistan's healthcare system. It begins with definitions of key terms like health, public health, and healthcare systems. It then describes the main functions and objectives of public health, including health promotion, disease prevention, and treatment. The document outlines Pakistan's three-tiered public and private healthcare system consisting of primary, secondary and tertiary levels of care. It also discusses issues like inadequate funding, reliance on out-of-pocket payments, and an understaffed and underequipped public system. In conclusion, it presents statistics on Pakistan's health infrastructure and workforce.
The ethics of performance monitoring-private sector perspectiveDavid Quek
Increasingly medical practice is coming under intense scrutiny as to what is appropriate and affordable care, including serious considerations of patient safety issues and protection. Medical professionalism must be consciously adhered to as we try and find the best health care for our patients at the best value and outcomes for our patients themselves, and also for society at large. In view of escalating health care costs, physician autonomy to practice as he or she likes or deems fit has now come under siege with more and more performance monitoring, not just for appropriateness, but also for outcomes, necessity and cost-effectiveness. Physician' vested interests must be tempered with evidence-based benefits or at least be associated with no increase in harm or incur affordability issues. Fraudulent physician malfeasance are now being uncovered via whistle-blowers, or through greater more meticulous audit of various validated performance measures, and those physicians found to have flouted these due to pecuniary self-interests, overuse of tests or procedures have been found guilty and sanctioned with heavy fines, return of reimbursements as well as imprisonment, and erasure from medical registries and the removal of license to practice.
1. Communication in Health Assessment - Effective communication is essential for gathering health histories and building trust with patients. Active listening and using open-ended questions are important skills.
2. Cultural Competence - Understanding a patient's culture is important for providing culturally-sensitive care. Differences in beliefs, values and practices must be considered.
3. Health Literacy - A patient's ability to understand health information impacts self-care and outcomes. Providers must assess and address literacy to ensure comprehension.
4. Life Course Perspective - Health is influenced by life experiences from birth through old age. Assessing the whole
Paper presented at 'Nepal Development Conference: Views and Visions of Nepali Ph.D. Scholars Residing in the UK for the Development of Nepal' organised by Embassy of Nepal, London, 7 November 2020
Public health approaches combine top down campaigns and bottom up efforts in organizing the efforts of society to create the conditions for health. These collaborative efforts in social
organization cross multiple sectors and make strengthening public health practice one of the best ways to pursue all 17 of the Sustainable Development Goals. Furthermore, the concept of Universal Health Coverage includes coverage with effective public health practice.
The document discusses Australia's past efforts to address health literacy, which have been fragmented. It outlines a national stocktake of health literacy initiatives that found many different programs but little coordination. There is now strong support for a coordinated national approach to health literacy that embeds it in policies and education for both consumers and healthcare providers. The National Safety and Quality Health Service Standards provide an existing framework to help guide improved health literacy.
The International Medical City (IMC) project proposes:
1) Establishing a dedicated healthcare cluster in Belo Horizonte, Brazil that incorporates hospitals, clinics, research centers and medical schools to improve healthcare delivery and innovation.
2) Adopting a "patient centric" approach called P4 Medicine that shifts the focus from disease to wellness using personalized, predictive, preventive and participative care.
3) Creating an integrated healthcare intelligence system using patient data and advanced technologies to enable preventive care, disease prediction and participation of individuals in their own health management.
This document provides information about the Canadian Healthcare Leadership Forum 2015 conference, including the agenda, speakers, and registration details. Some of the key topics to be discussed are persisting challenges in the Canadian healthcare system and how leadership, collaboration, technology, and data can help address them. The forum aims to bring together leaders from hospitals, health networks, and the public/private sectors to share strategies and solutions through presentations, case studies, panels, and roundtable discussions. The goal is to strengthen cooperation among stakeholders and find ways to improve healthcare performance and outcomes in Canada.
Future Solutions in Australian Healthcare White Paper 18Aug14Eric d'Indy
The Future Solutions in Australian Healthcare White Paper summarizes the perspectives of 21 healthcare thought leaders on the current state and major challenges facing the Australian healthcare system. It identifies 6 key challenges: 1) disparities in funding models, goals and outcomes; 2) uneven workforce utilization and increasing specialization; 3) a complex, uncoordinated and fragmented system of care; 4) ingrained inertia toward improvement and innovation; 5) an aging population and complex medical advancements; and 6) modern lifestyles and external influences on the system. The white paper analyzes these challenges and proposes opportunities for solutions, including aligning funding with long-term vision and outcomes, repurposing and rebalancing the workforce, integrating and coordinating stakeholders
Explore the impact of global medical staffing and global healthcare staffing in addressing healthcare shortages, enhancing patient care, and fostering international collaboration. Learn about challenges, solutions, and future trends shaping a more connected global healthcare workforce.
EIT Health was established in 2015, as a ‘knowledge and innovation community’ (KIC) of the European Institute of Innovation and Technology (EIT). The EIT is made up of various KICs who each focus on a different sector, or area, of innovation – in our case, that is health and aging. The idea behind the EIT KICs is that innovation flourishes best when the right people are brought together to share expertise. The so called ‘knowledge triangle’, is the principle that when experts from business, research and education work together as one, an optimal environment for innovation is created.
https://eithealth.eu/
LITERATURE STUDY OF NATIONAL AND INTERNATIONAL HOSPITALAR2014007DEV
The document provides information about Jurong General Hospital in Singapore. It discusses the hospital's 700-bed capacity and design which features natural ventilation, flexible clinical spaces, and a connection bridge between the main and community hospitals. Key patient-centered design elements discussed include an emergency department with dedicated ambulance access and trauma rooms, and innovative fan-shaped wards providing windows and natural light for every patient.
CLINICAL GOVERNANCE: AS DRIVE FOR PATIENT SAFETY.Ruby Med Plus
The focus on patient safety is an international phenomenon. Patient safety is an integral component of the quality of care. The governance of patient safety‘encompasses panoply of regulatory processes that directly or indirectly intend to manage, prevent or limit iatrogenic events in oral health care services. The Influence of Health Inquiries on Clinical Governance Systems in a case Study of the Douglas Inquiry focus on patient safety within the health industry, which has led to the extensive adoption of the term clinical governance. This term is used to describe the systems and processes that a healthcare organization has in place that add to the maintenance of patient safety, accountability and responsibility for patient safety. The introduction of clinical governance is therefore aimed at improving the quality of clinical care at all levels of an organization by consolidating, codifying, and standardizing organizational policies and approaches, particularly clinical and corporate accountability. (Scally, 1998). Clinical governance demands a major shift in the values, culture and leadership, to place greater focus on the quality of clinical care and to make it easier to bring about improvement and change in clinical practice. Clinical governance helps in examining and measuring patient outcomes to ensure optimum quality of care (Balding, 2005).
20 tendencias digitales en salud digital_ The Medical FuturistRichard Canabate
Resaltado de las tendencias que darán forma a la atención médica post COVID19.
No se trata de enumerar estas tendencias, sino de dar una valiosa visión de los factores de conducción detrás de ellas mientras que es muy específico. Se trata de mostrar cuáles son las áreas exactas que deben destacarse entre todas las áreas en el tema "IA en la atención médica", por ejemplo.
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Emotional and Behavioural Problems in Children - Counselling and Family Thera...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Test bank advanced health assessment and differential diagnosis essentials fo...rightmanforbloodline
Test bank advanced health assessment and differential diagnosis essentials for clinical practice 1st edition myrick.
Test bank advanced health assessment and differential diagnosis essentials for clinical practice 1st edition myrick.
Test bank advanced health assessment and differential diagnosis essentials for clinical practice 1st edition myrick.
Basics of Electrocardiogram
CONTENTS
●Conduction System of the Heart
●What is ECG or EKG?
●ECG Leads
●Normal waves of ECG.
●Dimensions of ECG.
● Abnormalities of ECG
CONDUCTION SYSTEM OF THE HEART
ECG:
●ECG is a graphic record of the electrical activity of the heart.
●Electrical activity precedes the mechanical activity of the heart.
●Electrical activity has two phases:
Depolarization- contraction of muscle
Repolarization- relaxation of muscle
ECG Leads:
●6 Chest leads
●6 Limb leads
1. Bipolar Limb Leads:
Lead 1- Between right arm(-ve) and left arm(+ve)
Lead 2- Between right arm(-ve) and left leg(+ve)
Lead 3- Between left arm(-ve)
and left leg(+ve)
2. Augmented unipolar Limb Leads:
AvR- Right arm
AvL- Left arm
AvF- Left leg
3.Chest Leads:
V1 : Over 4th intercostal
space near right sternal margin
V2: Over 4th intercostal space near left sternal margin
V3:In between V2 and V4
V4:Over left 5th intercostal space on the mid
clavicular line
V5:Over left 5th intercostal space on the anterior
axillary line
V6:Over left 5th intercostal space on the mid
axillary line.
Normal ECG:
Waves of ECG:
P Wave
•P Wave is a positive wave and the first wave in ECG.
•It is also called as atrial complex.
Cause: Atrial depolarisation
Duration: 0.1 sec
QRS Complex:
•QRS’ complex is also called the initial ventricular complex.
•‘Q’ wave is a small negative wave. It is continued as the tall ‘R’ wave, which is a positive wave.
‘R’ wave is followed by a small negative wave, the ‘S’ wave.
Cause:Ventricular depolarization and atrial repolarization
Duration: 0.08- 0.10 sec
T Wave:
•‘T’ wave is the final ventricular complex and is a positive wave.
Cause:Ventricular repolarization Duration: 0.2 sec
Intervals and Segments of ECG:
P-R Interval:
•‘P-R’ interval is the interval
between the onset of ‘P’wave and onset of ‘Q’ wave.
•‘P-R’ interval cause atrial depolarization and conduction of impulses through AV node.
Duration:0.18 (0.12 to 0.2) sec
Q-T Interval:
•‘Q-T’ interval is the interval between the onset of ‘Q’
wave and the end of ‘T’ wave.
•‘Q-T’ interval indicates the ventricular depolarization
and ventricular repolarization,
i.e. it signifies the
electrical activity in ventricles.
Duration:0.4-0.42sec
S-T Segment:
•‘S-T’ segment is the time interval between the end of ‘S’ wave and the onset of ‘T’ wave.
Duration: 0.08 sec
R-R Interval:
•‘R-R’ interval is the time interval between two consecutive ‘R’ waves.
•It signifies the duration of one cardiac cycle.
Duration: 0.8 sec
Dimension of ECG:
How to find heart rhytm of the heart?
Regular rhytm:
Irregular rhytm:
More than or less than 4
How to find heart rate using ECG?
If heart Rhytm is Regular :
Heart rate =
300/No.of large b/w 2 QRS complex
= 300/4
=75 beats/mins
How to find heart rate using ECG?
If heart Rhytm is irregular:
Heart rate = 10×No.of QRS complex in 6 sec 5large box = 1sec
5×6=30
10×7 = 70 Beats/min
Abnormalities of ECG:
Cardiac Arrythmias:
1.Tachycardia
Heart Rate more than 100 beats/min
2024 Media Preferences of Older Adults: Consumer Survey and Marketing Implica...Media Logic
When it comes to creating marketing strategies that target older adults, it is crucial to have insight into their media habits and preferences. Understanding how older adults consume and use media is key to creating acquisition and retention strategies. We recently conducted our seventh annual survey to gain insight into the media preferences of older adults in 2024. Here are the survey responses and marketing implications that stood out to us.
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Solution manual for managerial accounting 18th edition by ray garrison eric noreen and peter brewer_compressed
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About CentiUP - Introduction and Products.pdfCentiUP
A heightened child formula, with the trio of Nano Calcium, HMO, and DHA mixed in the golden ratio, combined with NANO technology to help nourish the body deeply and comprehensively, helps children increase height, boost brain power, and improve the immune system and overall well-being.
The Ultimate Guide in Setting Up Market Research System in Health-TechGokul Rangarajan
How to effectively start market research in the health tech industry by defining objectives, crafting problem statements, selecting methods, identifying data collection sources, and setting clear timelines. This guide covers all the preliminary steps needed to lay a strong foundation for your research.
"Market Research it too text-booky, I am in the market for a decade, I am living research book" this is what the founder I met on the event claimed, few of my colleagues rolled their eyes. Its true that one cannot over look the real life experience, but one cannot out beat structured gold mine of market research.
Many 0 to 1 startup founders often overlook market research, but this critical step can make or break a venture, especially in health tech.
But Why do they skip it?
Limited resources—time, money, and manpower—are common culprits.
"In fact, a survey by CB Insights found that 42% of startups fail due to no market need, which is like building a spaceship to Mars only to realise you forgot the fuel."
Sudharsan Srinivasan
Operational Partner Pitchworks VC Studio
Overconfidence in their product’s success leads founders to assume it will naturally find its market, especially in health tech where patient needs, entire system issues and regulatory requirements are as complex as trying to perform brain surgery with a butter knife. Additionally, the pressure to launch quickly and the belief in their own intuition further contribute to this oversight. Yet, thorough market research in health tech could be the key to transforming a startup's vision into a life-saving reality, instead of a medical mishap waiting to happen.
Example of Market Research working
Innovaccer, founded by Abhinav Shashank in 2014, focuses on improving healthcare delivery through data-driven insights and interoperability solutions. Before launching their platform, Innovaccer conducted extensive market research to understand the challenges faced by healthcare organizations and the potential for innovation in healthcare IT.
Identifying Pain Points: Innovaccer surveyed healthcare providers to understand their difficulties with data integration, care coordination, and patient engagement. They found widespread frustration with siloed systems and inefficient workflows.
Competitive Analysis: Analyzed competitors offering similar solutions in healthcare analytics and interoperability. Identified gaps in comprehensive data aggregation, real-time analytics, and actionable insights.
Regulatory Compliance: Ensured their platform complied with HIPAA and other healthcare data privacy regulations. This compliance was crucial to gaining trust from healthcare providers wary of data security issues.
Customer Validation: Conducted pilot programs with several healthcare organizations to validate the platform's effectiveness in improving care outcomes and operational efficiency. Gathered feedback to refine features and user interface.
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5th international congress on healthcare and hospital management
1. 5th INTERNATIONAL CONGRESS ON
HEALTHCARE AND HOSPITAL
MANAGEMENT
“Innovation in Healthcare Services, Lean Management and Technological
Developments”
10 -13 December 2014
www.hsyk-antalya.org
Spice Hotels & SPA, Belek, Antalya
Someofthetopicswhichwillbediscussedinthecongress;
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Lean Management in Healthcare Institutions
Technological Advancements in Health Care
Healthcare Management,
Financial Management in Healthcare Institutions
Health Program Development
Hospital Organization and Management
Marketing in Health Services,
Strategic Management in Healthcare Institutions
Human Resource Management
Health Policies
Healthcare Legislation and Ethics
Healthcare Information Systems (Health Informatics)
Health Reforms
Health Economics
Estimation Methods in Health Management
Public Relations in Healthcare
Health and Social Security Systems, Health Insurance
Health Communication.
Medical Tourism
1. ANNOUNCEMENT
IMPORTANTDATES
Deadline for abstract and poster submission : 05 November 2014
Abstract Acceptance Announcement
Congress Full Programme Announcement
Congress Registration
: 10 November 2014
: 15 November 2014
: 10 December 2014
Organisation
2. DÜNYA KONGRE TURİZM ORGANİZASYON LTD. ŞTİ.
Mustafa Kemal Neighborhood. Barış Site 2100 str.. N:29 06800 Çankaya- ANKARA Tel :
0 312 467 14 24- 419 86 50 Fax: 0 312 419 86 49
e-mail: info@dunyacongress.com kayit@dunyacongress.com
FROM THE CONGRESS CHAIRS
Today, strategic and managerial aspects of health are in a radical restructuring. This restructuring stems from different structural
and demographic requirements such as aging population, new pathologies and the impact of technologies , increase in people’s healthcare
claims, removal of inefficiencies in the design and operation of national healthcare systems. In this context, innovation has a vital importance
for the health sector..Innovation and progress in the health sector directly affects the human life and quality of life. The demand for better
quality health care increases with a higher income level. Health expenditures that rise with the demand for health care bring a need for
controlling the costs and improving efficiency in health services. Innovative products and processes that come with the developing
technologies improve early diagnosis and treatment capabilities that pre-empt future costs and hence improve overall efficiency of the health
services in the long run.
Within this context , lean management which is the most effective method of increasing efficiency in hospitals, is a management process that
includes continuous improvement targets aiming at using the wisely with the participation of the employees, quality improvement, and cost
reduction. Lean management aims at integrated efforts and targets in hospital strategy and vision, and includes creating a lean culture with
the participation of all employees and leaders, going beyond just the use of techniques. A lean hospitals , success and clinical excellence is not
just technology , but also came from the employee involvement and operational excellence knows that . Lean hospitals are aware of the fact
that the way to the success is paved not only through the new technologies and clinical excellence, but also through the participation
of the workers and management excellence. Lean hospitals help the stakeholders understand that new technologies and new areas of
spending money is not the only way to show their determination to serve the community. Therefore, the main theme of the Fifth International
Congress on Hospital and Healthcare Services Management will be "Innovation in Health Care, Lean Management and Technological
Developments".
In collaboration with The American Institute for Healthcare Quality (AIHQ), the Society of Healthcare Academicians, and with the support of
many associations and organizations within the sector, you are invited to upcoming Fifth International Hospital and Healthcare
Management
Congress for your abstracts and poster presentations.
Congress will take place in Antalya on December 10 to 13 with the participation of many international institutions representatives and experts.
The purpose of the congress is to create an atmosphere in which healthcare professionals both from Turkey and abroad will discuss the issues
related to provision of health services worldwide and primarily in Turkey. The congress will assist the participants in understanding,
developing and implementing innovative programs in their organizations and prepare them for future professional challenges.
Fifth International Hospital and Healthcare Management Congress will assist you as health managers, and as industry-leading leaders, that the
solutions which guarantees the future through new management methods like lean management, effective and new management skills,
strategic management and principles and important human resource capacity. During the congress, the components of lean management in
health care organizations, its enforceability in our institutions and steps to be taken to follow technological innovations, sample practices
will be discussed with your contributions through oral and poster presentations and workshops. Moreover in the congress, different aspects
including needed responsibilities in health management, from health economics, patient flow to health tourism, and from quality
and accreditation systems, to new and contemporary forms of governance will be discussed.
This congress will provide its attendants:
• To have practical ideas to increase the efficiency and effectiveness of the Health Institutions,
• To provide knowledge and suggestions improving the level of consciousness and awareness of the health problems and solutions for
each level of health workers and community members who benefit from health services,
• To provide knowledge and skills which will create a cooperation and coordination among Health managers and specialists and
other segments of society, to share the knowledge and experience developed worldwide in health and hospital management.
In the Fifth Hospital and Health Services Management Congress (www.hsyk-antalya.org), almost 20 separate topics listed below such as the
management aspect of healthcare sector, knowledge management and information technologies will be discussed in plenary and concurrent
sessions. About 40 outstanding speakers ranging from academic, public and private sector practitioners, to scientists, specialists will
participate in the congress which will happen in Antalya, on December 10-13, and the relevant knowledge related to the topic in a
national and an international scale will be discussed, and also it will create an encouraging platform to realize and use applicable suggestions
in real life.
Some of the topics which will be discussed in the congress;
•Lean Management in Healthcare Institutions
•Technological Advancements in Health Care
•Healthcare Management,
•Financial Management in Healthcare Institutions
•Health Program Development
•Hospital Organization and Management
•Marketing in Health Services,
•Strategic Management in Healthcare Institutions
•Human Resource Management
•
•
•
•
•
•
•
•
•
Healthcare Legislation and Ethics
Healthcare Information Systems (Health Informatics)
Health Reforms
Health Economics
Estimation Methods in Health Management
Public Relations in Healthcare
Health and Social Security Systems, Health Insurance
Health Communication.
Medical Tourism
3. •Health Policies
As co-chairs of the Congress, we hope that you will join us in the congress which will happen in Antalya and which we believe that will
contribute to raise awareness in our society’s health problems and solutions and to raise awareness related to health issues.
We are honored to welcome you in December.
Best Regards,
Prof. Dr. Seval AKGÜN Prof Dr. A.F. Al ASSAF
SCIENTIFICCOMMITTEE
4. • Prof. Dr. Seval AKGÜN MD, PhD, CONGRESS CHAIR, Director, Health Academician Society , Chief Quality
Officer, Baskent University Hospitals Network, Professor, Baskent and St. John International University,
ITALY/TURKEY
• Prof. Dr. AL AL-ASSAF, CONGRESS VICE-CHAIR, American Institute For Health Care Quality, USA
• Prof. Dr. Abdella Abaddi, Professor and Chief of Oncology, Jordan University Hospital, Amman, JORDAN
• Prof. Dr. Allen Meadors, Chancellor, St. John International University, Turin, ITALY
• Prof. Dr. Bakr NOUR Weil Cornel University , New York, USA
• Prof. Khalid Al-Aiban, Vice Dean, College of Busoness Administration, King Saud University, Riyadh,
Saudi Arabia
• Prof. Dr. Robert Broyles, University Of Oklahoma, College Of Public Health, Director, Department Of
Health Administration And Health Policy, USA
• Prof. Dr. Viera Rusnakova, Professor, Faculty of Health Care and Social Work, SLOVAK REPUBLIC
• Prof. Dr. Yannis Skalkidis, Assistant Professor of Surgery – Medical Informatics at the Athens University
Medical School, GREECE
• Prof. Dr. Zarema Obradovic,Ministry of Health, Sarajevo Institute of Public Health, BOSNIA&
HERZEGOVINA
• Prof. Dr. Çağatay Güler, Hacettepe University Faculty of Medicine, TURKEY
• Prof. Dr. Erdal Akalın, Turkish Internal Medicine Speciality Association, TURKEY
• Prof. Dr. Haydar Sur, Vice-President, Bruni University, TURKEY
• Prof. Dr. Hesham Negm, Cairo University, School of Medicine, EGYPT
• Prof. Dr. İsmail Üstel,Freelance Consultant, TURKEY
• Prof. Dr. Martin Rusnak, Scholar, Int. Neurotrauma Research Organization, AUSTRIA, professor, Faculty of
Health Care and SocialWork, SLOVAK REPUBLIC
• Prof. Dr. Mustafa Kemal Balcı, Akdeniz University, School ofMedicine, TURKEY
• Prof. Dr. Nevzat Kahveci, Uludağ University School of Medicine, Department of Physiology, TURKEY
• Prof. Dr. Oliver Razum, Dean, Bielefeld University School of Public Health, GERMANY
• Prof. Dr. Osman Saka, Akdeniz University, Faculty of Medicine, TURKEY
• Assoc. Prof. Yaman Zorlutuna.MD, Bayındır Health Group, TURKEY
• Associate Prof. Dr. Ali M. Al Shehri, MD, FRCGP, AACHE, MFPH , President, Saudi Association for Public
Health, Chairman, Community & Environmental Health , Associate Professor, College ofMedicine,College of
Public Health and Health Informatics, King Saud bin Abdulaziz University for Health Sciences, Kingdom of
SAUDI ARABIA
• Assistant Prof. Dr. Birkan Tapan, İstanbul Bilim University, İstanbul, TURKEY
• Assistant Prof. Dr. Haluk Özsari, Coordinator, Istanbul University Hospitals, Adviser to the Chancellor,
TURKEY
• Dr. Antonio Chiarenza, Coordinator, WHO-HPH Task Force On MFCCH Regional HPH Network Of Emilia
,Leader OF HPH-TFMFCCH HPH Regional Network Of Emilia-Romagna, ITALY
• Dr. Arild Aambo, Senior advisor, NAKMI, Oslo University hospital HF, Ullevaal Hospital, NORWAY
• Dr. Bülent Kutluca,Turkish Grand National Assembly, TURKEY
• Dr. Dina Baroudi, Quality and Patient Safety Director, Mohamad Saleh Basharahil Hospital,
Makkah,SAUDI ARABIA
• Dr. Abdallah Eddaal, CEO, Mohamad Saleh Basharahil Hospital, Makkah,Kingdom of SAUDI ARABIA
• Dr. Khaled AL-HUSSEIN Director General, Medical Referrals, Ministry of Health, SAUDİ ARABİA
• Dr. Khalid Eskander, Saudi Arabia/Ministry of Health / Saudi Babtain Cardiac Center, Chief Medical
Officer, SAUDI ARABIA
• Dr. Maimunah HamiMinistry of Health , Kuala Lumpur, MALAYSIA
• Dr. Moza Al-Ishaq-Ph.D, MSc, DipIC,DipHM,RN,BSN, Hamad
• Dr. Rashid bin Khalfan Al Abri, Director, Quality & Development Directorate, Sultan Qaboos University
Hospital, SULTANATE OF OMAN
• Specialist Ali Arslanoğlu, Gölcük Military Hospital, TURKEY
• Specialist Fatih Orhan, GATA Military Hospital, Instructor, TURKEY
• Specialist Güler Çakmak, EOQ International Auditor, Instructor, Academic Member , Arel Uni. Arelsem,
TURKEY
• Specialist Physicians Rana Güven,Director, Occupational Health Department, Ministry of Labour, Ankara,
TURKEY
• Specialist Süleyman Yilmaz, COO, Safety Officer, Private Optimed Hospital, TURKEY
5. Congress Outline Program
10December2014-Wednesday
13:00 REGISTRATION
18:00 – 21:00 OPENING CEREMONY, WELCOME RECEPTION
11December2014-Thursday
9:00 – 10:00 Session 1
Opening Ceremony
And Introduction of
Congress
Proceeding
10:00 -10:45 Opening Plenary
Presentation
Hall 1
11:00 – 12:30 Plenary Presentation
2
12:30 – 14:00 Lunch
14:00 – 15:30 Concurrent Sessions 1
Session 1.1, Hall 1 INNOVATIVE APPROACHES IN HUMAN RESOURCES MANAGEMENT AND
Session 1.2, Hall 2 HEALTH INFORMATION SYSTEMS AND TECHNOLOGICAL ADVANCES
Session 1.3, Hall 3 RISK ASSESSMENT AND MANAGEMENT IN HEALTHCARE ORGANIZATIONS
Concurrent Sessions 2
Session 2.1, Hall 1 MANAGEMENT OF FACILITY AND HEALTHCARE TECHNOLOGY IN
Session 2.2, Hall 2 MEDICALTOURISM
Session 2.3, Hall 3 GLOBAL BUDGET; FINANCING, PLANNING, INSURING AND SPENDING IN
15:30 – 15:45 Break
15:45 – 17:00 Plenary Presentation
3
Hall 1
12December2014 ---Friday
09:00 - 10:00 Hall I / Plenary
Presentation
4:
Prof. Dr. Seval AKGÜN MD, PhD, CONGRESS CHAIR
Director, Health Academician Society , Chief Quality Officer , Baskent University Hospitals
Network, Professor, Baskent and St. John International University, ITALY/TURKEY
Prof. Dr. AL AL-ASSAF MD, MPH, CONGRESS-VICE- CHAIR
American Institute For Health Care Quality, USA
Representative from Turkish Ministry of Health, TURKEY
LEAN MANAGEMENT IN HEALTH CARE
INNOVATIVE AND TECHNOLOGICAL ADVANCES IN HEALTHCARE
PATIENT SAFETY,
HEALTHCARE
HEALTHCARE
INNOVATION IN HEALTH "HEALTH VISION" IN THE WORLD AND IN TURKEY
10:00 – 10:30 BREAK
10:30 – 12:30 CONCURRENT SESSIONS 3
Session 3.1, Hall 1 MEDICAL LAW, MALPRACTICE, MEDICAL ERRORS,
Session 3.2, Hall 2 PATIENT-CENTERED CARE, ACCREDITATİON AND ALTERNATIVE
Session 3.3, Hall 3 RESOURCE MANAGEMENT IN HEALTH CARE
12:30 – 14:00 LUNCH
14:00 – 15:30 CONCURRENT SESSIONS 4
Session 4.1, Hall 1 PATIENT AND EMPLOYEE SAFETY, OCCUPATIONAL HEALTH LAW, ADVANCES
Session 4.2, Hall 2 ACHIEVING A COMPETITIVE EDGE TOWARDS MEDICAL TOURISM
Session 4.3, Hall 3 PROJECT MANAGEMENT IN HEALTHCARE
15:30 – 15:45 BREAK
15:45 – 17:00 Plenary Presentation
5
Hall 1
20:00 – Gala Dinner
13December2014–Saturday
09:00 - 10:00 Hall I Plenary
Presentation
6:
LEADERSHİP ROLE ON PERFORMANCE MANAGEMENT
QUALITY MANAGEMENT SYSTEMS IN HEALTH CARE
AND IMPLEMENTATIONS-QUESTIONS AND ANSWERS
METHODS FOR INSTITUTIONAL PERFORMANCE ASSESSMENT IN HEALTH
CARE- -BALANCE SCORE-CARD and ACCOUNTABLE CARE
ORGANIZATIONS
GLOBAL ISSUES İN PUBLİC HEALTH ADMİNİSTRATİON AND MANAGEMENT
10:00 – 10:15 Break
10:15 – 11:45 Concurrent Sessions 5
Session 5.1, Hall 1 STRATEGIC MANAGEMENT IN HEALTHCARE INSTITUTIONS-HUMAN
RESOURCES MANAGEMENT
Session 5.2, Hall 2 FİNANCİNG, PLANNİNG, İNSURİNG AND SPENDİNG İN HEALTHCARE
6. Session 5.3, Hall 3 COMPARATIVE HEALTH CARE SYSTEMS
11:45 – 12:00 Conference Close Closing Ceremony Adjourn
Prof. Dr. Seval AKGÜN MD, PhD, CONGRESS CHAIR
Director, Health Academician Society , Chief Quality Officer , Baskent University Hospitals
Network, Professor, Baskent and St. John International University, ITALY/TURKEY
Prof. Dr. AL AL-ASSAF, CONGRESS-VICE-CHAIR
Quality, USA
GENERAL INFORMATION
American Institute For Health Care
5th INTERNATIONAL CONGRESS ON HEALTHCARE SERVICES AND HOSPITAL
MANAGEMENT
Main theme “Innovation in Healthcare, Lean Management and Technological Developments”
Place Spice Hotels & SPA, Belek, ANTALYA /TURKEY
Date 10-13 December 2014
PROF. DR. SEVAL AKGÜN, TURKEY, (Chair)
Congress Chairs
PROF. DR. A.F. Al ASSAF (Co-Chair)
HCAS- HEALTH CARE ACADEMICIAN SOCIETY, TURKEY
AIQH - American Institute of Quality in Healthcare
Congress Secretary Müzeyyen BAYDOĞRUL / muzeyyen@dunyacongress.com
Web Address www.hsyk-antalya.org
Mustafa ÇAKMAK, TÜRKİYE,
(Head), Mahmut ÇAVUŞ, TÜRKİYE,
(Member)
Uzm. Ali ARSLANOĞLU, TÜRKIYE
(Member)
The title of the
congress
Organizing Institutions
Organizing
Committee
Uzm. Fatih ORHAN, TÜRKIYE (Member)
MAG. FRITZ RACHER, FAIRWELL, AUSTRIA (Member)
RULES TO BE CONSIDERED WHILE SENDING THE ABSTRACTS
TITLE: Title length should not exceed two lines, and must be written all in capital letters .
AUTHORS: Author names should be written without specifying the exact title; name should be written as: last name, first name and
institution / city / country; and the name of the author presenting the paper should be underlined.
FORMAT : Abstracts should be sent via e-mail. (Microsoft Word files)
When saving the file, the Author's last name should be used as a name of the file. There should be no abbreviations while creating
the file name. The text should be arranged as Title / Author / Organization / Objectives / Methods / Results / Conclusions ( 21X 30 cm )
.One A4 page should be used for one abstract summary.
ABSTRACT: Abstract should include all work.
OBJECTIVE(S): Purpose of the project should be explained.
METHOD: Method of the study used should be explained briefly.
RESULTS: Results should be summarized and sufficient evidence should be presented.
CONCLUSION: The main results/outcomes should be stated.
Posters: Posters should be 70 cm wide and 90 cm tall. Posters should be arranged to be readable from a distance of at least 1 meter
Main Them : “Innovation in Healthcare, Lean Management and Technological Developments”
Abstracts : Abstracts, both in English and Turkish, can be submitted online through the website or can be sent to
the e-mail addresses muzeyyen@dunyacongress.com or info@dunyacongress.com. The accepted abstracts will be announced
through congress website.
Congress Language : Turkish and English. There will be simultaneous translation during the congress.
Registration and Consultation : Registration and help desk will be open in 10 December 2014 at 8.00 am in Spice SPA
Hotels’ Congress Center and will be open during the congress scientific activities..
Invitation Letter and Permission : The invitation letter will be sent to the participants who have completed their registration, if
they ask for it. This document just helps the participant to get the permission from his/her institution, and it doesn’t provide any financial
support for the participant.
Congress Registration : The ones who want to participate the congress’ scientific sessions as a speaker, participant with
paper, accompanying person or product promoter should register for the congress as well.
The registration can be made online before the congress through the website www.hsyk-antalya.org, through the e-mail address
kayit@dunyacongress.com, or by calling the given phone numbers 0 312 467 14 24 and 419 86 50, or in the congress avenue.
7. Congress Registration and Education Prices Prices, Per Person
SingleRoom (10-13 December2014) 650 EURO
DoubleorTripleRoom( Per Person) (10-13 December 2014) 545 EURO
Accompanying Person (Cannot attend the education) ( 10-13 December 2014) 300 EURO
Participant without accommodation (11-13 December 2014) 385 EURO
Student, and abstract submission discount (10-13 December 2014) % 15
CONGRESS SECRETARY REGISTRATION-ACCOMMODATION INTERNATIONAL AFFAIRS
Müzeyyen BAYDOĞRUL
muzeyyen@dunyacongress.com
0507.291 59 49
Havva ÇAKMAK
kayit@dunyacongress.com
0545.231 31 00 – +90.312.419 86 50
Özgül BAŞARAN
dunyacongress@gmail.com
00.90.312.467 14 24
DÜNYA KONGRE TURİZM ORGANİZASYON LTD. ŞTİ.
Mustafa Kemal Mah. Barış Sitesi 2100 sk. N:29 06800 Çankaya- ANKARA Tel :
0 312 467 14 24- 419 86 50 Fax: 0 312 419 86 49
e-mail: info@dunyacongress.com kayit@dunyacongress.com
8. SPICE HOTELS & SPA
İskele Mevki Belek / ANTALYA
http://www.spice.com.tr
TOGETINTOUCH
Congress Secretary Registration and
Accommodation
International Affairs
Müzeyyen BAYDOĞRUL
muzeyyen@dunyacongress.co
m
0507.291 59 49
Havva ÇAKMAK
kayit@dunyacongress.com
0545.231 31 00 – +90.312.419
86 50
Özgül BAŞARAN
dunyacongress@gmail.com
00.90.312.467 14 24
DÜNYA KONGRE TURİZM ORGANİZASYON LTD. ŞTİ.
Mustafa Kemal Mah. Barış Sitesi 2100 sk. N:29 06800 Çankaya - ANKARA
Tel : 0 312 467 14 24- 419 86 50 Fax: 0 312 419 86 49
e-mail: info@dunyacongress.com kayit@dunyacongress.com