Core competencies - Medical Development Division
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The document outlines core competencies for officers in the Medical Development Division of the Malaysian Ministry of Health. It defines core competencies as a consensus set of essential skills and knowledge. It lists six domains of competencies and divides officers into three tiers based on their role and qualifications. The objectives are to ensure officers acquire critical management skills and prepare for future roles. Acquiring competencies is intended to improve performance, not burden officers, and will evolve over time.
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There are many strategies that have been widely discussed and implemented in many countries to increase donor pool and organ transplantation rate. These include among others strengthening central and local organisational structure, establish good transplant/ donor coordinator network, raising public awareness, addressing professional awareness and competencies, incentive (to donor, staff & medical institution), establish mechanism for potential deceased donor identification, ABO incompatible transplant, paired exchange programme, domino transplant, extended donor criteria and regional organ sharing. Legislation has been implicated to be as one of the many ways to improve organ and tissue donation rate in particular through the implementation of opting out system. Opting out system or also known as presumed consent is a system by which consent to donate organ and tissue is presumed unless a person has expressly indicated otherwise during his/her lifetime. Contrary to the opting out system, in opting in system however, consent to donate has to be explicit through verbal or written consent expressed by the donor when he/she was still alive. Legal and ethical barrier in implementing opting out system arises because of the fact that such system would exclude the next of kin from the decision making process when a donor passes away. In Malaysia, the law that governs the authorisation of removal of organ and tissue from a deceased is Human Tissues Act 1974 [Act 130]. Malaysia practices an opting in system as specified in subsection 2(1) of the Act 130 but the final decision to authorise the removal of organ and tissue of the deceased donor rest on the spouse or the next of kin, as specified in subsection 2(2). At the moment, the Ministry is in the process of drafting a new more comprehensive law on transplantation in which the option for possible implementation of opting out system was discussed. Even though it is thought that opting out system may increase donor pool as demonstrated in some countries, the challenges to its implementation is much more complex and shall be tailored to consider local sensitivity, level of awareness/ acceptance and also cultural/ religious values.
Atrial fibrillation management summary
1) This document provides guidelines for the management of atrial fibrillation (AF), including evaluating the underlying causes, classifying the type of AF, assessing risk of complications, and approaches to rate control and rhythm control.
2) Rate control is recommended for most stable patients and involves pharmacological therapies like beta-blockers, calcium channel blockers, or digoxin, while assessing risk of thromboembolism and anticoagulating appropriately.
3) Rhythm control includes pharmacological or electrical cardioversion along with anticoagulation and maintenance medications to prevent AF recurrence, or non-pharmacological options like pacing or ablation for selected patients.
Testicular torsion by Dr Teo
1. Orchitis and epididymo-orchitis are usually caused by blood-borne infections like Chlamydia, gonorrhea, or E. coli. They present with acute pain and swelling of the testes or epididymis.
2. Undescended testes occur in 1% of boys after 1 year of age and can lead to infertility if not treated. Risk factors include prematurity and family history. Treatment is orchidopexy to bring the testes into the scrotum.
3. Testicular torsion occurs when the spermatic cord twists, cutting off blood supply to the testes. It requires urgent surgery to untwist the cord or
Thrombocytopenia summary
This document discusses various causes of thrombocytopenia including bone marrow disorders, increased platelet consumption, and hypersplenism. It specifically describes idiopathic thrombocytopenic purpura (ITP) and thrombotic thrombocytopenic purpura (TTP). ITP is characterized by autoantibodies against platelets that cause their premature destruction. It commonly presents with purpura and mucosal bleeding. Treatment involves corticosteroids, IVIG, or splenectomy. TTP is a thrombotic microangiopathy associated with a deficiency in a protease that breaks down fibrin. It presents with a pentad of thrombocytopenia, microangiopathic hemolytic an
Cardiac failure ( long case approach ) summary
Cardiac failure, or heart failure, is defined as a state where the heart is unable to maintain an adequate cardiac output or can only do so at the expense of an elevated filling pressure. It is diagnosed when a patient with heart disease develops symptoms of low cardiac output, pulmonary congestion, or systemic venous congestion. Compensatory changes in heart failure include chamber enlargement, myocardial hypertrophy, increased heart rate, activation of the renin-angiotensin-aldosterone system and antidiuretic hormone release. Precipitating factors include myocardial infarction, arrhythmias, infections, noncompliance with medication or diet, and medical conditions like anemia, hyperthyroidism, or sepsis.
Tuberculosis summary
Tuberculosis is caused by infection with Mycobacterium tuberculosis. It typically affects the lungs but can spread to other organs. Primary TB occurs after initial exposure and may result in an asymptomatic Ghon focus or spread to lymph nodes and other sites. Secondary TB occurs from reactivation of a dormant lesion, usually in the apices of the lungs. Diagnosis involves testing sputum, blood, or other fluids for acid-fast bacilli on smear or culture. Chest x-ray may show consolidations, cavities or fibrosis. Treatment involves a multi-drug regimen over 6-9 months to prevent resistance, with monitoring of side effects like hepatitis and optic neuritis. Contact tracing and screening of household members is
Scleroderma long case summary
This document summarizes scleroderma, a chronic disorder characterized by diffuse skin and internal organ fibrosis. It affects women more than men and usually appears between ages 20-40. There are three main forms: limited cutaneous systemic sclerosis, diffuse cutaneous systemic sclerosis which involves systemic organ involvement, and morphea which rarely progresses. Symptoms can include thickened skin, Raynaud's phenomenon, esophageal difficulties, lung and heart involvement. Investigations are used to confirm the diagnosis and check for complications. Management focuses on supportive care, symptomatic treatment, vasodilators, immunosuppressants, and educating the patient.
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(TQMD) Assignment by Dr.A. Nassar.pdf
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assignment 4.pdf
#دكتور_حاتم_البيطار
#دحاتم_البيطار
#timodentist
📞01005684344
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د حاتم البيطار
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زميل الزمالة المصرية
محاضر ادارة المستشفيات ومكافحة العدوى
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Organizational and System Leadership Developing a Change Pr.docx
Organizational and System Leadership: Developing a Change Project - Part II
Description: The baccalaureate graduate will participate in quality initiatives, recognizing that
these are complex system issues, involving other members of the healthcare team.
Component: Essential II
Component Gold
Mastery
Silver
Acceptable
Bronze
Developing
Unacceptable
Six SMART Goals Identifies a
minimum of six
SMART goals
associated with
being a leader of the
change project
outlined in part I
Identifies four or five
SMART goals
associated with
being a leader of the
change project
outlined in part I
Identifies less than
four SMART goals
associated with
being a leader of
the change project
outlined in part I
Does not address
section
Format Formats SMART
goals appropriately
and includes all
required elements of
a SMART goal
Formats SMART
goals appropriately
and includes all
required elements
of a SMART goal
with two or fewer
errors
Formats SMART
goals appropriately
and includes all
required elements
of a SMART goal
with three or more
errors
Does not address
section
Healthcare Administration: The Managers
Healthcare in the U.S. is complex and dynamic and so are healthcare organizations. For this reason, organizations need managers to provide superior leadership. According to Buchbinder and Shanks (2017), “in health care organizations, the scope and complexity of tasks carried out in provision of services are so great that individual staff operating on their own could not get the job done” (pg. 3). Managers and leaders are necessary to ensure organizational tasks are executed to achieve organizational goals (Buchbinder & Shanks, 2017).
Healthcare managers in any organization are in a position of authority. It is through this position that healthcare managers can shape the organization by making important decisions. Decisions made by healthcare managers not only focus on ensuring that the patient receives the most appropriate, timely, and high-quality services possible, but also address achievement of performance targets that are desired by the manager (Buchbinder & Shanks, 2017). To no surprise, decisions made by an individual manager impact the organization’s overall performance. When making decisions, according to Buchbinder & Shanks (2017), managers must consider two domains, external and internal:
· External Domain
· Are influences, resources, and activities that exist outside the boundary of the organization but that significantly affect the organization.
· These factors include community needs, population characteristics, and reimbursement from commercial insurers, as well as government plans, such as the Children’s Health Insurance Plans (CHIP), Medicare, and Medicaid.
· Internal Domain:
· Areas of focus that managers need to address on a daily basis, such as ensuring the appropriate number and types of staff, financial performance, and quality of care.
· These internal areas reflec ...
Harvard Leadership Strategies 2015 - Objectives and Accreditation
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This document outlines the learning objectives and accreditation for a leadership strategies program for health care executives from March 15-20, 2015. The program aims to help participants: 1) explore issues around organizational change and apply approaches to facilitate acceptance of change and minimize resistance; 2) create a culture of operational excellence; and 3) understand design thinking and how it can stimulate innovation. The program is accredited by the Accreditation Council for Continuing Medical Education to provide 30 AMA PRA Category 1 Credits for physicians.13.15 elysium healthcare
This document outlines a proposed Career Advancement Programme (CAP) for healthcare workers (HCWs) within Elysium Care. It aims to provide development opportunities for HCWs to progress in their roles and address challenges in recruiting and retaining nursing staff. The CAP would include a 12-month long training programme consisting of 9 workshop days covering topics like mentoring, clinical supervision, physical healthcare skills, and therapeutic interventions. Feedback from hospital directors and senior nurses informed the proposed topics. The programme aims to engage and skill HCWs through regular reflections, competency assessments, and will be evaluated through pre/post questionnaires.
Lect 1. PUBLIC HEALTH MANAGENET SYSTEMS.pdf
The purpose of this MPH course unit is to build the capacity (knowledge, skills, and attitudes) of the MPH trainees as future, policy makers, Health Services researchers , planners and health managers at
International, National, regional, district and sub-district levels) who can implement and strengthen health systems in their respective countries
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Medico108
The document discusses the lack of management in primary healthcare in India. It notes that most primary health centers lack managers for sound decision making. It also lists some characteristics of poor management in Indian primary healthcare including less opportunities for healthcare managers, negligence in budgeting, poor staffing patterns, and inadequate management of drugs and equipment. The document then discusses some strategies for strengthening management, including ensuring adequate numbers of managers, ensuring managers have appropriate competencies, creating better support systems, and creating an enabling work environment. Overall, the document analyzes issues with management in Indian primary healthcare and provides recommendations for improving it.
Pateint safety bonafide administration
1. The document discusses leadership and administration in patient safety. It outlines national and international goals for patient safety including reducing medical errors and healthcare associated infections.
2. India's National Patient Safety Implementation Framework aims to improve structural systems and establish a culture of safety. It includes objectives like ensuring a competent workforce and preventing infections.
3. Successful leadership in patient safety involves creating a culture that prioritizes safe, high-quality care and supports improvement efforts through resources, training and removing obstacles for clinicians.
Application of HRD in Hospitals
Human resource development (HRD) programs are important for hospitals to ensure an efficient and motivated workforce. HRD in hospitals includes training programs for medical staff to update their skills as well as service and behavioral training for frontline staff. Training should not only focus on medical aspects but also soft skills and customer service. Leadership programs and internal team-building activities can further develop staff. Hospitals should also provide rewards and incentives to motivate staff and gather feedback to improve HRD programs.
HR_Advisor MS JDand_PS 22.09.15
This job description is for a Human Resources Advisor role in a medical staffing band. The role is responsible for planning and implementing junior doctor monitoring and validating their working hours to ensure compliance with European working time directives. Duties include providing advice to divisions on rotas, terms and conditions, and general medical personnel issues. Key responsibilities are communication, maintaining relationships, analyzing monitoring data, planning rotas, developing policies, and maintaining databases to effectively deliver monitoring every six months.
Project you will be required to submit a report on any subject in .docx
Project you will be required to submit a report on any subject in our textbook related to HR in healthcare. An example: Organized labor. No particular writing style is required. The only requirements are: minimum of five pages not including the reference and cover pages, double spaced, 12 point font, times new roman style and two scholarly references (i.e. books or journals). See the course outline for the due date.
Chapter 1: Strategic human Resources management
Strategic HR management
HR best practices
The SHRM model
Organizational mission and corporate strategy
Measuring the HR function
The HR brand
A strategic perspective on HR
Introduction:
healthcare industry is labor intensive
Service is produced and consumed simultaneously- can’t store service on shelf
Consumer and provider interaction very integral in delivery of health services
Quality variations among employees and employers
Leaders must manage factors of influencers of performance
Factors of HRM activities- recruitment and selection, training and development, appraisal, compensation, emp. Relations
Environment and organizational aspects that affect HR
Strategic Human resources management (SHRM)
· SHRM the comprehensive set of managerial activities and tasks related to developing and maintaining a qualified workforce needed to achieve organizational effectiveness as defined by the org strategic goals
· Business (org.) strategies are linked to human resources strategies
· Managing people strategically is crucial in enhancing org performance
· Probability of hiring competent people and then performing task: determine requirement for positon, recruit and select qualified people, train and develop for future needs, adequate rewards to attract and retain
· All healthcare executives are human resources managers
Significance of SHRM
· Having human resources with the right skills at the right time does not happen by accident
· Some may not always be available on the market (quantity)
· Those available may be lacking in the requisite skills, training, or service orientation (quality)
· To maintain or enhance org performance, healthcare org should always consider
· Employee recruitment
· Selection
· Retention
· Training
· Performance appraisal (hardest part: being on time)
· Compensation (enhance performance, wage analysis)
· Organizational should also consider legal issues and environmental factors that affect the management of human resources
Significance of SHRM cont..
· Executives need to understand human behavior, work employees effectively, knowledge of many systems
· Aware of economical, technological, social and legal issues that affect HR and strategic goals
· Research shows how you handle HR- recruiting, selecting, training, evaluating, and rewarding- key to effectiveness as HC manager
· Studies show that high HRM rankings of incentives, grievance systems, appraisal system, participation in decisions= Increased productivity= competitive advantage
Benefits of.
2.-unit-1-hazard-control-management-responsibility (1).pptx
This document discusses hazard control in healthcare organizations. It defines hazards and explains that hazard control aims to prevent accidents, injuries, and illnesses through proactive management. The responsibilities of senior management, hazard control managers, and supervisors are outlined. Effective hazard control requires leadership, clear policies, training, incident reporting, and continual improvement. The document emphasizes that hazard control should be a priority function to improve safety, reduce costs from injuries, and comply with regulations.
HOSPITAL ADMINISTRATION
The document discusses various aspects of planning and evaluation for a health care institution. It outlines the steps in planning as establishing goals and objectives, designing alternative courses of action, analyzing consequences, selecting the best course, and implementing with evaluation. It also discusses defining evaluation objectives, methodology, intended audience, and gathering credible evidence including demographic, health status, qualitative, utilization and expenditure indicators. The evaluation then analyzes results to determine meaning, compare to objectives, measure success, and recommend improvements.
governance and leadership.pdf
Governance and leadership can be used as tools for quality enhancement in healthcare. Effective governance includes engaging stakeholders, establishing shared objectives, and practicing prioritized decision-making. Leadership is key to improving outcomes through resource allocation and prioritizing initiatives. Quality management infrastructure is also important, with processes for quality planning, control, and continuous improvement. This includes identifying issues, analyzing problems, testing changes through PDSA cycles, and ensuring social accountability mechanisms for public feedback. Together, good governance, leadership, and quality management can enhance access to safe, effective, and equitable healthcare.
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Hospital Management By Dr.Mahboob Khan Phd
The word "hospital" comes from the Latin "hospes" which refers to either a visitor or the host who receives the visitor. From "hospes" came the Latin "hospitalia", an apartment for strangers or guests, and the Medieval Latin "hospitale" and the Old French "hospital." It crossed the Channel in the 14th century and in England began a shift in the 15th century to mean a home for the elderly or infirm or a home for the down-and-out.i
Hospital is an institution or the organization for the treatment, care, and cures of the sick and
wounded, for the study of disease, and for the training of physicians (teaching hospitals), nurses,
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6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。头贼脑的倒也逗人喜爱日上三竿时山娃总爱窜进自家瓜棚里跟小伙伴们坐着聊天聊着聊着便忍不住往瓜田里逡巡一番抱起一只硕大的西瓜用石刀劈开抑或用拳头砸开每人抱起一大块就啃啃得满嘴满脸猴屁股般的红艳大家一个劲地指着对方吃吃地笑瓜裂得古怪奇形怪状却丝毫不影响瓜味甜丝丝的满嘴生津遍地都是瓜横七竖八的活像掷满了一地的大石块摘走二三只爷爷是断然发现不了的即便发现爷爷也不恼反而教山娃辨认孰熟孰嫩孰甜孰淡名义上是护瓜吃
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Core competencies - Medical Development Division
- 1. CORE COMPETENCIES: MEDICAL DEVELOPMENT DIVISION Hirman Ismail MD (UKM) MOH (Nottingham) Doctorate candidate, Department of Community Health, Faculty of Medicine, UKM Medical Centre Hirman Ismail | drhirman@outlook.com | www.about.me/hirmanismail
- 2. Content • Definition • Objectives • Domains • Tiers • List of core competencies • Summary Hirman Ismail | drhirman@outlook.com | www.about.me/hirmanismail
- 3. Definition • Core Competencies for officers in the Medical Development Division are a consensus set of skills and knowledge for every medical practitioner working in the Division • General - apply to all officers in the Division • Specific - apply to officers working under the respective Sections and Units in the Division. Every Section and Unit shall develop specific core competencies list in accordance with individual function and core business. Hirman Ismail | drhirman@outlook.com | www.about.me/hirmanismail
- 4. Objectives • To ensure all officers acquire a basic exposure on the most critical and important components in the management of secondary & tertiary services • This will also assist to prepare them to become better healthcare managers or policy makers in the future • For officers who are interested to pursue postgraduates studies including in public health practice - a useful guide to empower themselves especially in terms of knowledge and experience and making them better prepared candidates • It is also hope that this will also be an impetus for us to better integrate with each other within the Division Hirman Ismail | drhirman@outlook.com | www.about.me/hirmanismail
- 5. “The requirement of acquiring core competencies shall not be taken as a burden but rather a positive move for individuals to improve themselves” Dato’ Dr Azman Abu Bakar Director of Medical Development Division
- 6. Domains in core competencies 1 - Health policy development and implementation 2 - Organisation and performance management 3 - Financial management in medical services 4 - Medical profession and human resource development 5 - Health technology assessment 6 - Leadership and management Hirman Ismail | drhirman@outlook.com | www.about.me/hirmanismail
- 7. Tiers UD 44/48 officersTier 3 • These are usually the junior managers who day-to-day task is mainly to assist in policy/ programme implementation. UD 52 officers or UD 48 with PG qualificationTier 2 • These are usually the middle managers who are involved in developing, planning and monitoring of policy/ programme UD 54 officers or UD 52 with PG qualification or Public Health SpecialistTier 1 • These are usually the senior managements who are responsible of leading or managing major programme / projects or who are given the responsibility to head a Unit.These officers are mainly involved in making policy decisions and strategic implementation Hirman Ismail | drhirman@outlook.com | www.about.me/hirmanismail
- 8. List of core competencies Cross sectional Cross division Macro perspective Micro perspective Specific skills Essential knowledge & skills
- 9. Acquiring core competencies • There are many ways or tools to assist individual officer achieving or acquiring core competencies for each level of tier. • This include formal training (e.g. CME, courses, conferences, workshop), informal training sessions (e.g. discussion with subject matter experts, short attachment), on the job exposure and others. • There is no specific way to determine the most appropriate tools for each core competency but in general as the officers progress to higher tiers, on the job or practical exposure is more important than just acquiring theoretical understanding or knowledge. Hirman Ismail | drhirman@outlook.com | www.about.me/hirmanismail
- 10. Summary • A positive change to improve organisational behaviour • A blessing, not a burden • This is just a start, the initiative will evolve and improve over time 26 core competencies 6 domains 3 tiers Hirman Ismail | drhirman@outlook.com | www.about.me/hirmanismail
- 11. “Great things are not done by impulse, but by a series of small things brought together” VincentVan Gogh
- 12. References The Council on Linkages Between Academia and Public Health Practice 2014, Core Competencies for Public Health Professionals, The Public Health Foundation. Available from: http://www.phf.org/resourcestools/pages/core_public_health_competencies.aspx [12 June 2017] Public Health Agency of Canada 2008, Core Competencies for Public Health in Canada, the Government of Canada. Available at: http://www.phac-aspc.gc.ca/php-psp/ccph-cesp/pdfs/cc-manual-eng090407.pdf [12 June 2017] The UK’s Faculty of Public Health n.d, Learning Outcome Framework. Available at: http://www.fph.org.uk/learning_outcomes_framework [12 June 2017] Hirman Ismail | drhirman@outlook.com | www.about.me/hirmanismail
- 13. THANKYOU Dr Hirman Ismail | drhirman@outlook.com |Twitter @DrHirman | www.about.me/hirmanismail