Ian Mumford of Canadian Blood Services was tasked with quickly developing an emergency pandemic preparedness plan. He convened a group of 33 employees from various departments to participate in a three-day syntegration. Syntegration is a methodology that fosters productive dialogue to tackle complex issues. Through structured team meetings, participants developed a 12-point agenda and recommendations as members, critics, and observers of topic teams. This resulted in an integrated framework for a pandemic plan with commitments across the organization. Since then, CBS has made progress finalizing details, but the major issues and policies are addressed, providing a foundation to manage a crisis.
This document reviews contingency planning practices in humanitarian organizations. It discusses key concepts in contingency planning, including what contingency planning is and is not. It explores approaches to contingency planning processes and scenario development. The document examines how humanitarian organizations develop contingency plans, scenarios, and response strategies. It also addresses challenges in managing contingency planning, and provides recommendations for improving the effectiveness and dynamism of contingency planning processes. The overall goal is to increase the efficiency of humanitarian response through better contingency planning.
This document provides guidance for inter-agency contingency planning for humanitarian assistance. It outlines key concepts such as defining contingency planning as a management tool to analyze potential crises and ensure adequate preparations. It discusses the importance of collective inter-agency planning while also allowing for organization and sector-specific planning. The document provides recommendations for establishing an inter-agency contingency planning process, developing integrated plans, and monitoring preparedness actions. It aims to assist humanitarian country teams in preparing effective coordinated responses to potential emergencies.
A publication for government on pandemic flu and faith communities. Prepared as a sister document to Key Communities, Key Resources, a report for government on faith communities and pandemic preparedness
3a. Professional Colloquia Aug 2015 UpdateMayank Agarwal
The document summarizes 11 health administration colloquia and conferences attended by the author. Key information includes event titles, dates, locations, sponsoring organizations, and brief summaries. The author also provides critiques and reflections on some of the events, and notes the credit hours earned for participation. The events covered topics like new technologies in religion research, healthcare IT, public health, insurance reforms, talent management, telemedicine, and crisis mapping.
The document discusses the development of national standards for credentialing emergency responders under the Department of Homeland Security. It notes that a key goal was developing integrated and comprehensive systems for identifying and deploying credentialed responders when local resources are overwhelmed. Stakeholder groups reached consensus on standard job titles, qualifications, and identified gaps. The principal purpose is to have standards that allow qualified responders to be quickly identified and dispatched during disasters.
Supply Chan Hubs in Global Humanitarian Organisation Ateera Dahalan
The document discusses supply chain hubs for a global humanitarian organization's fleet management group. It currently has a centralized hub in Dubai but is testing regional hubs in Panama and Indonesia. There is debate around having more decentralized hubs for faster disaster response versus having lower structural costs with fewer centralized hubs. A simulation analyzed the impact of different hub configurations on response times and costs using past disaster data. It found that a 3-hub or 5-hub network provided the lowest transport costs, especially for large disasters like Haiti. It recommended the organization adopt a multi-hub approach for flexibility and fast response times while controlling costs.
The document provides an overview of cytoskeletal proteins and their functions, as well as how bacterial pathogens interact with and manipulate the host cytoskeleton during infection. It discusses the major cytoskeletal components microfilaments and microtubules. It also reviews how bacteria can alter host actin and microtubule dynamics through various mechanisms to facilitate infection of both phagocytic and non-phagocytic cells. The complex pathways regulating cytoskeletal dynamics are targeted by pathogenic bacteria through different strategies to subvert the host cytoskeleton for their own benefit during the infection process.
This document reviews contingency planning practices in humanitarian organizations. It discusses key concepts in contingency planning, including what contingency planning is and is not. It explores approaches to contingency planning processes and scenario development. The document examines how humanitarian organizations develop contingency plans, scenarios, and response strategies. It also addresses challenges in managing contingency planning, and provides recommendations for improving the effectiveness and dynamism of contingency planning processes. The overall goal is to increase the efficiency of humanitarian response through better contingency planning.
This document provides guidance for inter-agency contingency planning for humanitarian assistance. It outlines key concepts such as defining contingency planning as a management tool to analyze potential crises and ensure adequate preparations. It discusses the importance of collective inter-agency planning while also allowing for organization and sector-specific planning. The document provides recommendations for establishing an inter-agency contingency planning process, developing integrated plans, and monitoring preparedness actions. It aims to assist humanitarian country teams in preparing effective coordinated responses to potential emergencies.
A publication for government on pandemic flu and faith communities. Prepared as a sister document to Key Communities, Key Resources, a report for government on faith communities and pandemic preparedness
3a. Professional Colloquia Aug 2015 UpdateMayank Agarwal
The document summarizes 11 health administration colloquia and conferences attended by the author. Key information includes event titles, dates, locations, sponsoring organizations, and brief summaries. The author also provides critiques and reflections on some of the events, and notes the credit hours earned for participation. The events covered topics like new technologies in religion research, healthcare IT, public health, insurance reforms, talent management, telemedicine, and crisis mapping.
The document discusses the development of national standards for credentialing emergency responders under the Department of Homeland Security. It notes that a key goal was developing integrated and comprehensive systems for identifying and deploying credentialed responders when local resources are overwhelmed. Stakeholder groups reached consensus on standard job titles, qualifications, and identified gaps. The principal purpose is to have standards that allow qualified responders to be quickly identified and dispatched during disasters.
Supply Chan Hubs in Global Humanitarian Organisation Ateera Dahalan
The document discusses supply chain hubs for a global humanitarian organization's fleet management group. It currently has a centralized hub in Dubai but is testing regional hubs in Panama and Indonesia. There is debate around having more decentralized hubs for faster disaster response versus having lower structural costs with fewer centralized hubs. A simulation analyzed the impact of different hub configurations on response times and costs using past disaster data. It found that a 3-hub or 5-hub network provided the lowest transport costs, especially for large disasters like Haiti. It recommended the organization adopt a multi-hub approach for flexibility and fast response times while controlling costs.
The document provides an overview of cytoskeletal proteins and their functions, as well as how bacterial pathogens interact with and manipulate the host cytoskeleton during infection. It discusses the major cytoskeletal components microfilaments and microtubules. It also reviews how bacteria can alter host actin and microtubule dynamics through various mechanisms to facilitate infection of both phagocytic and non-phagocytic cells. The complex pathways regulating cytoskeletal dynamics are targeted by pathogenic bacteria through different strategies to subvert the host cytoskeleton for their own benefit during the infection process.
La gerencia de proyectos implica planear, organizar y administrar los recursos asociados a un emprendimiento para alcanzar las metas establecidas dentro del tiempo y costo planeados. Un proyecto tiene un ciclo de vida compuesto por fases inicial, intermedia y final que generan productos, avances y un acta final. La gerencia de proyectos requiere identificar riesgos, objetivos, cronogramas y generar calidad por medio de la dirección efectiva de los equipos involucrados.
This document provides an outline and summary of a case study presentation on metabolic syndrome. It introduces metabolic syndrome and provides details on a case study patient named Bill S., including his diagnostic lab results and anthropometric measurements. It then reviews the literature on nutrition and exercise recommendations for metabolic syndrome. Key pathophysiological concepts involving carbohydrate and lipid metabolism are explained. Overall recommendations for managing Bill's condition include following a low-carbohydrate/high-protein diet, increasing exercise, and potential medication management.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This resume is for Jalaj Verma, a British national with 22 years of experience as a senior mechanical engineer specializing in the design of static equipment like pressure vessels, heat exchangers, and storage tanks. He has worked on numerous projects in India and the UK for engineering companies, focusing on areas like offshore, refinery, petrochemical and LNG facilities. Currently he works as a senior mechanical engineer for WorleyParsons in London, where he is involved in the TANAP pipeline project and has also worked on projects in Nigeria, Oman, the UK and elsewhere.
Sara Loveless is an experienced information security professional seeking a new opportunity. She has 15 years of experience in IT and 10 years in information security management. Currently, she is a Senior IT Risk Analyst at Devon Energy, where she oversees their IT risk management program and has implemented various initiatives that improved security awareness, reduced risks and incidents, and ensured regulatory compliance. Prior to Devon Energy, she held information security roles at DISA and Computer System Designers, where she also demonstrated success in ensuring compliance and improving security practices.
Mr. Mitchell has extensive experience in software engineering, database development, and IT support across both military and commercial sectors. He has worked on projects involving cloud technologies, geospatial analysis, and classified systems. Mr. Mitchell holds a Master's degree in Computer Science and has received training in areas such as software security, satellite communications, and remote sensing.
Haemodynamic disorders , thromboembolism and shock by Dr Nadeem (RMC)Hassan Ahmad
The document discusses various haemodynamic disorders including thrombosis, embolism, shock, hyperemia, congestion, and edema. It provides details on the pathophysiology and morphological changes seen in these conditions.
Hyperemia is an active process resulting from increased blood flow due to arteriolar dilation, causing engorged tissue that appears red. Congestion is a passive process resulting from impaired outflow, causing tissue to appear bluish-red due to accumulation of deoxygenated blood.
Pulmonary congestion microscopically shows engorged alveolar capillaries and edema, while chronic pulmonary congestion shows thickened fibrotic septa and hemosiderin
This report summarizes precedent sustainability policies and programs from other cities to guide Madison, WI in updating its sustainability plan. Key findings are organized by topic: neighborhoods should promote compact development and affordable housing; transportation systems should emphasize public transit, bike/pedestrian infrastructure, and commuter rail; buildings should incentivize green construction and retrofits; utilities should pursue conservation and renewable energy; parks should utilize volunteer programs and green spaces; and food systems should address security, urban agriculture, and local infrastructure. Public input was gathered through forums to understand community priorities.
National Workshop on DMD Clinical Trial Capacity Update_December 2015favori12
The document provides an update on efforts to increase clinical trial capacity for Duchenne Muscular Dystrophy (DMD) since a workshop held in July 2015. Patient organizations have provided funding for priority staff positions identified by clinical trial sites. A pump priming model is being explored to allow charities to recoup funding used to support staff upfront. Plans are also underway to develop a DMD clinical trials hub based on the successful Trial Acceleration Programme in Birmingham, to further aid in accelerating DMD clinical trials. Next steps include consolidating the hub proposal and securing funding to advance the model quickly.
This document summarizes a presentation on local leadership to reduce health inequalities. It discusses using multiple lenses to understand complex issues like COVID-19 and inequalities, including layers of determinants, systems thinking, and a syndemics approach. It advocates exiting the pandemic phase by managing COVID-19 as part of ongoing health protection with a focus on recovering services to address inequalities impacts. Building back fairer requires reducing inequalities across the system by embracing evidence, population health management, and prevention from school to employment through multiple actors working together.
This document summarizes several funded projects from the Pathways to Health Equity for Aboriginal Peoples initiative. It describes 3 projects that received funding: 1) to study the implementation and cultural adaptation of a mental health promotion program for First Nations communities, 2) to develop a vision for culturally relevant housing from the perspectives of two Dene First Nations in Manitoba, and 3) to inform a tuberculosis strategy for First Nations communities by using data from a previous study on TB transmission in prairie provinces. It also provides information on additional funding opportunities through Applied Public Health Chairs and Partners for Engagement and Knowledge Exchange to support Aboriginal health research.
Describing the new CDCF project for tagging Systematic reviews - synergistic plan with the MASCOT (Multilateral Association for Studying Health Inequalities and Enhancing North-South And South-South Cooperation – is funded by the European Commission under the Seventh Framework Programme for Research and Technological Development (FP7).f7th project
Case Study: The Dialogue on HIV and Tuberculosis Project, KazakhstanHFG Project
The Dialogue Project on HIV/AIDS and Tuberculosis in Kazakhstan from 2009-2015 aimed to reduce the spread of HIV and TB epidemics through improving health behaviors among key populations. It did so by providing targeted outreach and health services, training peer educators, and strengthening collaboration between implementing partners. The project reached over 34,000 key population members and resulted in improved testing, treatment adherence, and health behaviors. While focused on service delivery, the project strengthened the health system through capacity building, adoption of tools by national programs, and lasting impacts on provider understanding and key population access to care.
The University of North Carolina (UNC) system needed to comply with the Affordable Care Act (ACA) regulations for its 123,000 employees across 17 institutions by the December 2015 deadline. UNC selected Maestro Health to help achieve compliance and provide ongoing support. Maestro Health assembled a team to analyze UNC's data from multiple sources and systems, and work through challenges to deliver all required 1095-C and 1094-C forms before the March 2016 extended deadline. While the process was difficult due to UNC's complex organization and changing systems, the partnership was successful and UNC achieved full ACA compliance within their timeframe.
Crisis Services Task Force Work Plan (August 2015) David Covington
The Crisis Services Task Force was established to develop professional standards and an integrated system of crisis services, including 24/7 support to reduce suicide risk. Over the next 6 months, the task force will: conduct research; publish a white paper outlining essential crisis system components; and make recommendations to healthcare organizations. The goal is to transform crisis care and prevent individuals from falling through service gaps. The 25-page paper will provide guidance to health plans on developing next-generation, coordinated crisis systems using evidence-based practices.
La gerencia de proyectos implica planear, organizar y administrar los recursos asociados a un emprendimiento para alcanzar las metas establecidas dentro del tiempo y costo planeados. Un proyecto tiene un ciclo de vida compuesto por fases inicial, intermedia y final que generan productos, avances y un acta final. La gerencia de proyectos requiere identificar riesgos, objetivos, cronogramas y generar calidad por medio de la dirección efectiva de los equipos involucrados.
This document provides an outline and summary of a case study presentation on metabolic syndrome. It introduces metabolic syndrome and provides details on a case study patient named Bill S., including his diagnostic lab results and anthropometric measurements. It then reviews the literature on nutrition and exercise recommendations for metabolic syndrome. Key pathophysiological concepts involving carbohydrate and lipid metabolism are explained. Overall recommendations for managing Bill's condition include following a low-carbohydrate/high-protein diet, increasing exercise, and potential medication management.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This resume is for Jalaj Verma, a British national with 22 years of experience as a senior mechanical engineer specializing in the design of static equipment like pressure vessels, heat exchangers, and storage tanks. He has worked on numerous projects in India and the UK for engineering companies, focusing on areas like offshore, refinery, petrochemical and LNG facilities. Currently he works as a senior mechanical engineer for WorleyParsons in London, where he is involved in the TANAP pipeline project and has also worked on projects in Nigeria, Oman, the UK and elsewhere.
Sara Loveless is an experienced information security professional seeking a new opportunity. She has 15 years of experience in IT and 10 years in information security management. Currently, she is a Senior IT Risk Analyst at Devon Energy, where she oversees their IT risk management program and has implemented various initiatives that improved security awareness, reduced risks and incidents, and ensured regulatory compliance. Prior to Devon Energy, she held information security roles at DISA and Computer System Designers, where she also demonstrated success in ensuring compliance and improving security practices.
Mr. Mitchell has extensive experience in software engineering, database development, and IT support across both military and commercial sectors. He has worked on projects involving cloud technologies, geospatial analysis, and classified systems. Mr. Mitchell holds a Master's degree in Computer Science and has received training in areas such as software security, satellite communications, and remote sensing.
Haemodynamic disorders , thromboembolism and shock by Dr Nadeem (RMC)Hassan Ahmad
The document discusses various haemodynamic disorders including thrombosis, embolism, shock, hyperemia, congestion, and edema. It provides details on the pathophysiology and morphological changes seen in these conditions.
Hyperemia is an active process resulting from increased blood flow due to arteriolar dilation, causing engorged tissue that appears red. Congestion is a passive process resulting from impaired outflow, causing tissue to appear bluish-red due to accumulation of deoxygenated blood.
Pulmonary congestion microscopically shows engorged alveolar capillaries and edema, while chronic pulmonary congestion shows thickened fibrotic septa and hemosiderin
This report summarizes precedent sustainability policies and programs from other cities to guide Madison, WI in updating its sustainability plan. Key findings are organized by topic: neighborhoods should promote compact development and affordable housing; transportation systems should emphasize public transit, bike/pedestrian infrastructure, and commuter rail; buildings should incentivize green construction and retrofits; utilities should pursue conservation and renewable energy; parks should utilize volunteer programs and green spaces; and food systems should address security, urban agriculture, and local infrastructure. Public input was gathered through forums to understand community priorities.
National Workshop on DMD Clinical Trial Capacity Update_December 2015favori12
The document provides an update on efforts to increase clinical trial capacity for Duchenne Muscular Dystrophy (DMD) since a workshop held in July 2015. Patient organizations have provided funding for priority staff positions identified by clinical trial sites. A pump priming model is being explored to allow charities to recoup funding used to support staff upfront. Plans are also underway to develop a DMD clinical trials hub based on the successful Trial Acceleration Programme in Birmingham, to further aid in accelerating DMD clinical trials. Next steps include consolidating the hub proposal and securing funding to advance the model quickly.
This document summarizes a presentation on local leadership to reduce health inequalities. It discusses using multiple lenses to understand complex issues like COVID-19 and inequalities, including layers of determinants, systems thinking, and a syndemics approach. It advocates exiting the pandemic phase by managing COVID-19 as part of ongoing health protection with a focus on recovering services to address inequalities impacts. Building back fairer requires reducing inequalities across the system by embracing evidence, population health management, and prevention from school to employment through multiple actors working together.
This document summarizes several funded projects from the Pathways to Health Equity for Aboriginal Peoples initiative. It describes 3 projects that received funding: 1) to study the implementation and cultural adaptation of a mental health promotion program for First Nations communities, 2) to develop a vision for culturally relevant housing from the perspectives of two Dene First Nations in Manitoba, and 3) to inform a tuberculosis strategy for First Nations communities by using data from a previous study on TB transmission in prairie provinces. It also provides information on additional funding opportunities through Applied Public Health Chairs and Partners for Engagement and Knowledge Exchange to support Aboriginal health research.
Describing the new CDCF project for tagging Systematic reviews - synergistic plan with the MASCOT (Multilateral Association for Studying Health Inequalities and Enhancing North-South And South-South Cooperation – is funded by the European Commission under the Seventh Framework Programme for Research and Technological Development (FP7).f7th project
Case Study: The Dialogue on HIV and Tuberculosis Project, KazakhstanHFG Project
The Dialogue Project on HIV/AIDS and Tuberculosis in Kazakhstan from 2009-2015 aimed to reduce the spread of HIV and TB epidemics through improving health behaviors among key populations. It did so by providing targeted outreach and health services, training peer educators, and strengthening collaboration between implementing partners. The project reached over 34,000 key population members and resulted in improved testing, treatment adherence, and health behaviors. While focused on service delivery, the project strengthened the health system through capacity building, adoption of tools by national programs, and lasting impacts on provider understanding and key population access to care.
The University of North Carolina (UNC) system needed to comply with the Affordable Care Act (ACA) regulations for its 123,000 employees across 17 institutions by the December 2015 deadline. UNC selected Maestro Health to help achieve compliance and provide ongoing support. Maestro Health assembled a team to analyze UNC's data from multiple sources and systems, and work through challenges to deliver all required 1095-C and 1094-C forms before the March 2016 extended deadline. While the process was difficult due to UNC's complex organization and changing systems, the partnership was successful and UNC achieved full ACA compliance within their timeframe.
Crisis Services Task Force Work Plan (August 2015) David Covington
The Crisis Services Task Force was established to develop professional standards and an integrated system of crisis services, including 24/7 support to reduce suicide risk. Over the next 6 months, the task force will: conduct research; publish a white paper outlining essential crisis system components; and make recommendations to healthcare organizations. The goal is to transform crisis care and prevent individuals from falling through service gaps. The 25-page paper will provide guidance to health plans on developing next-generation, coordinated crisis systems using evidence-based practices.
This document outlines a two-phase process to identify priorities for state health department action on end-of-life issues. Phase 1 involved concept mapping to generate 124 recommendations, which participants sorted into 9 clusters. Participants rated recommendations on importance and feasibility. Phase 2 used a modified Delphi process where experts reached consensus on 5 priority clusters and 29 short-term priority statements within those clusters. The priorities focused on public education, patient/family education, research, and professional education.
The document discusses community systems strengthening (CSS) and how it relates to key populations affected by HIV/AIDS. It provides background on key populations and their vulnerability to HIV, as well as the role of the Global Fund in funding programs. It describes how the Global Fund introduced CSS in 2009 to strengthen community mobilization and service delivery. However, CSS faces technical challenges such as unclear definitions and limited tools for assessment. It also faces political challenges like continued skepticism of key population programming. The document concludes with recommendations to strengthen CSS and ensure it effectively serves key populations.
Covid-19 has changed the course of
history. What started off as a flu-like
illness in one person in one corner
of the world, has changed the lives,
livelihoods and futures of billions.
Australia saw its first case on January
25 and now has over 6,600 cases,
the country is in partial lockdown,
schools and universities have left their
campuses, hundreds of thousands of
jobs have been lost. Fortunately, the
tide appears to be turning and we can
start thinking of Recovery.
To chart a Roadmap to Recovery we
convened a group of over a hundred of
the country’s leading epidemiologists,
infectious disease consultants,
public health specialists, healthcare
professionals, mental health and
well-being practitioners, indigenous
scholars, communications and
behaviour change experts, ethicists,
philosophers, political scientists,
economists and business scholars
from the Group of Eight (Go8)
universities. The group developed
this Roadmap in less than three
weeks, through remote meetings
and a special collaborative reasoning
platform, in the context of a rapidly
changing pandemic,
Humanitarian-Development Global Health Task Force -- Bowen and Hartness CORE Group
This document outlines the formation and proposed scope of work for a Humanitarian-Development Global Health Task Force. It notes that over 60% of maternal deaths and the majority of countries with high neonatal mortality occur in fragile settings impacted by conflict or political instability. If progress reducing preventable child and maternal deaths is to continue, a new approach is needed that bridges humanitarian and development work.
The Task Force was formed in 2016 to develop strategies and work plans to improve dialogue between humanitarian and development organizations. It aims to provide practical guidance, advance evidence around community-based approaches in fragile contexts, and conduct advocacy to reduce barriers across the humanitarian-development continuum. The document outlines four goals and initial activities for the Task Force to focus on under
This literature review summarizes research on the UK public's views about food futures. Key findings include:
1) The public shows little awareness of terms like "global food security" and the impending challenges facing the food system. While population growth is a familiar issue, the unsustainability of the current system and need for change are new concepts.
2) People have an immediate, short-term relationship with food rather than thinking about global issues. Their food choices are most influenced by price, quality, and taste over health or environmental concerns.
3) Certain groups have more constrained choices, such as those on low incomes experiencing food insecurity or dietary restrictions. Talk of "food choice" may be inaccurate or
June 23, 2017
At this event, leading health care executives, experts, policymakers, and other thought leaders gathered to conclude a project to develop a guiding framework for providing improved care for people with serious illness. Participants observed the final working session where distinguished panelists discussed innovations in program design and pathways for delivering high quality care to an aging population with chronic illnesses, especially those with declining function and complex care needs. The panelists engaged audience members in Q&A sessions during each panel, as well as at breakout sessions over lunch.
This project was funded by the Gordon & Betty Moore Foundation, and this convening was part of the Project on Advanced Care and Health Policy, a collaboration between the Coalition to Transform Advanced Care (C-TAC) and the Petrie-Flom Center for Health Law Policy, Biotechnology, and Bioethics at Harvard Law School.
Learn more on the website: http://petrieflom.law.harvard.edu/events/details/critical-pathways-to-improved-care-for-serious-illness-2
Case study: Zambia Integrated Systems Strengthening Program (ZISSP)HFG Project
The Zambia Integrated Systems Strengthening Program (ZISSP) was a USAID-funded health systems strengthening project implemented from 2010-2014 in Zambia. ZISSP worked closely with the Ministry of Health and other partners to improve access and utilization of key health services. It used a whole-systems approach, focusing on strengthening specific program areas like HIV/AIDS, family planning, malaria, and maternal and child health. At the national level, ZISSP worked through technical working groups and with subcontractors to build capacity. It also decentralized training and seconded staff to provincial and district levels. In targeted districts, ZISSP improved community involvement through behavior change communication, small grants, and working
Community based COVID preparedness (CBCP) 25082021Sudhanshu39
The coronavirus pandemic has shown us a new world where the status quo no longer exists.
•‘The world has seen many crises over the past 30 years, including the Global Financial Crisis of 2007-09. Each has hit human development hard but, overall, development gains accrued globally year-on-year. COVID-19, with its triple hit to health, education, and income, may change this trend.’ UNDP Administrator Achim Steiner
• But the pandemic also shows us the wisdom of what is already inherent in the SDGs; the challenges we face cannot be dealt with in isolation or by a piecemeal approach.
• WHO COVID-19 Strategic Response and Preparedness Plan 2021 also highlights the need for coordinated response to plot a course out of the pandemic.
This document summarizes a webinar presented by the National Collaborating Centres on the role of public health working with shelters. It began with an introduction to the Shelters and Public Health Project and an overview of a rapid scoping review on partnerships between public health and shelters. It then discussed NCCID's consultations with shelters and a winter institute that explored opportunities for improved communication and programming. Key topics included dental health, infectious diseases, mental health, and health promotion. The webinar concluded with a discussion of possibilities for increased collaboration between public health and shelters to better serve people experiencing homelessness.
Taking Collaborations to Scale to Improve Population HealthPractical Playbook
This document discusses scaling collaborations to improve population health. It provides an agenda for a workshop on the topic, including framing the issue using Doug Engelbart's concept of Networked Improvement Communities. It then outlines two key efforts - the CDC's 6|18 Initiative and the 100 Million Healthier Lives Movement. The document discusses key elements of spreading and scaling up initiatives, providing examples from the field. It poses questions to prompt discussion around interesting ideas and activating whole-of-nation efforts through local action.
Engaging extension in health reform 4 16 2013Cynthia Reeves
This seminar covered Extension's involvement in health initiatives at the community level. It discussed strategic health priorities for Extension and the role of social media in outreach. The National Institute of Food and Agriculture aims to increase access to health services and clinical preventive care through Extension programs. Extension also launched a multi-state Health Insurance Literacy Initiative to educate consumers about selecting health plans under the Affordable Care Act. Connecting programs and outreach at the local level will be important for implementing health reform.
1. Longwoods Publishing – May 2006 – www.longwoods.com
11
Title
Author(s)
ONLINE CASE STUDY
Healthcare Quarterly
Abstract
When Ian Mumford, Chief Operating Officer of Canadian Blood Services (CBS), was
asked to prepare an emergency preparedness plan for a possible pandemic influenza
outbreak in Canada, and to do it quickly, he knew he faced a complex challenge.
Having used the Syntegrations™ for other high consequence decisions at CBS,
Mr. Mumford decided to conduct a pandemic planning syntegration to shorten the
planning cycle and get the most out of his people’s minds. Syntegration is a science-
based methodology that systematically fosters productive dialogue among large groups
of people to tackle complex issues in a way that leads to informed answers, committed
buy-in and purposeful change. The result: An integrated framework for a pandemic
plan with a high degree of buy-in and support across the organization – and all of this
in three days.
THE CHALLENGE
In early November 2005, Ian Mumford, Chief Operating Officer of Canadian Blood
Services (CBS) was asked to present to the CBS Executive Management Team and
Board of Directors – in six weeks – an emergency preparedness plan for a possible
pandemic influenza outbreak. CBS is a large, geographically dispersed organization
with 4,400 employees, 17,000 volunteers and multiple business lines including blood
donor recruitment, clinic operations, component production and donor testing. In
addition to the many stakeholders and disciplines within CBS, the organization relies
on a number of external stakeholders and suppliers who play key roles in the national
blood system and whose involvement in preparedness planning was key.
Canadian Blood Services
Pandemic Preparedness Planning:
Ensuring Sufficiency of Canada’s
Blood Supply in the Face of a
Pandemic Flu
Ian Mumford and Moe Abecassis
Longwoods Publishing – May 2006 – www.longwoods.com
2. Canadian Blood Services Pandemic Preparedness Planning:
Ensuring Sufficiency of Canada’s Blood Supply in the Face of a Pandemic Flu
Longwoods Publishing – May 2006 – www.longwoods.com
2
CBS has developed contingency plans for a number of different purposes (power
outages, information systems outages, labour disruptions, etc.), but did not have a
plan for something quite as significant as a pandemic – hence the need for a compre-
hensive national plan.
In the past, to meet this kind of challenge, CBS would have formed a committee or
working group and attempted to include as many experts as possible from various
parts of the business. Given the scope and complexity of emergency planning, such an
approach would not have involved the large and diverse group of people needed – each
with something unique and important to contribute to the plan. Initial planning
would have taken much longer than it did and would have required additional time for
the post-hoc influence campaign to get all the stakeholders on board. Given the uncer-
tainty around when a pandemic might strike in Canada, the Executive Management
Team felt it needed a concerted effort to develop a plan quickly.
Having used Syntegrations™ for other important and complex tasks at CBS, such as
developing a collections strategy, plasma strategy and stem cell strategy, CBS decided
to conduct a syntegration to shorten the planning cycle and get the most out of its
people’s minds. It had to jump-start the process, and that’s what the syntegration did.
On November 23, CBS convened a diverse group of employees and one representative
from Héma Quebec (the organization that manages the blood system within Quebec)
to discuss, deliberate and articulate an emergency preparedness plan for a possible
pandemic influenza outbreak.
The desired outcomes for this exercise were
• to define a high quality, integrated plan that could almost immediately be presented
to Executive Management and the Board of Directors
• to identify key policy issues the Executive Team must address
• to discuss implications for donors, volunteers, staff, transportation, hospitals, etc.
• to gain consensus on the plan
• to identify key areas that require further preparatory action
Participants went into the event believing they were not ready if a pandemic was to hit.
There was a sense that this was going to be complex, very detailed and would ultimately
involve many external groups (governments at all levels, public health departments,
hospitals, suppliers, unions, etc.). The scope of the challenge was enormous. A special
approach was needed to make this work.
THE METHODOLOGY
Syntegration is a science-based method that enables large groups of people to leverage
their collective intelligence over the course of two to three days for the purpose of
formulating an executable plan or set of recommendations regarding an important
and complex issue or opportunity. The approach results in a very high degree of stake-
holder buy-in and commitment to the output.
3. Canadian Blood Services Pandemic Preparedness Planning:
Ensuring Sufficiency of Canada’s Blood Supply in the Face of a Pandemic Flu
Longwoods Publishing – May 2006 – www.longwoods.com
3
Before the Syntegration
Prior to the syntegration, key sponsors from CBS articulated the macro issue in the
form of a question, and identified the critical mass of people who must be involved
in tackling the issue.
The Opening Question
“What must we do to quickly and effectively prepare CBS for a Pandemic Influenza
outbreak so that we can continue to meet the needs of our Hospital customers and
Canadians?”
The Opening Question represented the macro challenge upon which participants
were to focus their best thinking, discussion and debate. It was posed as an unbiased
question, avoiding any implication of a solution. The Opening Question was impor-
tant and meaningful to all participants, yet the importance and meaning varied
according to participants’ diverse perspectives, opinions, knowledge, experiences,
expertise and stake. CBS leadership believes in the power of getting the right people
in a room wrestling with a well-framed issue within a tight time constraint. That is
often how the best results are achieved.
Participants
Participants were selected to represent a broad group of stakeholders within and
outside of CBS. To ensure the requisite variety of participants – a key element in
the design and success of any planning process – CBS quickly convened the right
group of cross-functional, multi-level, cross-departmental, pan-organization people.
A total of 33 participants took part in the syntegration representing the following CBS
functions:
• Clinic Operations • Medical Affairs
• Customer Relations • Medical Microbiology
• Donor Recruitment • National Contact Centre
• Donor Testing • Plasma Products and Services
• Employee Health Services • Production
• Facilities Management • Public Relations
• Financial Operations • Quality Assurance
• Human Resources • Regulatory Affairs & Quality Audits
• Internal Audit • Risk Management
• Internal Communications • Supply Management
• Marketing • External: Héma Quebec
• Media Relations & External Communications
In addition, many of these participants were asked to also represent external stake-
holder groups that they know well as a result of their educational/career background,
and/or their direct involvement with those groups.
4. Canadian Blood Services Pandemic Preparedness Planning:
Ensuring Sufficiency of Canada’s Blood Supply in the Face of a Pandemic Flu
Longwoods Publishing – May 2006 – www.longwoods.com
4
DURING THE SYNTEGRATION
Agenda-Setting
Upon arrival at the syntegration, participants were guided through a three-hour process
where they individually and collectively proposed, debated and arrived at consensus
on a 12-point agenda, which they deemed to be the most important facets of the
discussion about the Opening Question. Topics were then assigned to 12 colours
representing each of the vertices of the icosahedron (see Table 1).
Table 1. 12-Topic Agenda
Red Preparing Our Staff & Volunteers Black Command & Control
Orange Finished Product Inventory Green Human Resources Management
& Deployment
Purple Essential Operations Gold Logistics Strategy
Silver Donor Recruitment and
Management Strategy
White Hospital Needs & Utilization
Management
Light Blue Developing Emergency
Compression Process
Brown Integrated Communication
Strategy
Yellow Public Health & Other
Government Partnerships
Dark
Blue
Sites Contingency Plan
The agenda-setting was critical. It helped the group – very early in the process – to
demonstrate the complexity of the subject it was dealing with. At the same time,
participants were able to actively contribute and draw out priorities right from the
outset.
STRUCTURED TEAM MEETINGS
The Architecture
The architecture for the syntegration is based on the regular polyhedron known as the
icosahedron. It is a 12-cornered, 30-edged shape that models an optimal communi-
cation network for 30 people discussing 12 topics. Its 12 corners (vertices) represent
the 12 topics, and its edges represent people. Each edge (person) is connected to
two vertices (topics) – those topics on which he or she is a Member. Collectively, the
people who serve as Members, Critics and Observers on multiple topic teams connect
together all of the topics – providing a “closed loop” for the flow of information.
Example
Yellow-blue edge
The person represented by the yellow-blue edge was
a Member of the yellow team (Public Health & Other
Government Partnerships) and of the dark blue team
(Sites Contingency Plan), and met with each of those
teams three times.
This same person was also a Critic of two other teams -
red (Preparing Our Staff & Volunteers) and purple (Essential
Operations) and met with those teams three times as well.
5. Canadian Blood Services Pandemic Preparedness Planning:
Ensuring Sufficiency of Canada’s Blood Supply in the Face of a Pandemic Flu
Longwoods Publishing – May 2006 – www.longwoods.com
5
Participant Roles
Once the 12-point agenda was determined, each CBS participant identified his/her
preferences for membership on the 12 Topic Teams. Each participant was assigned
to two topics as a Member, two other topics as a Critic and four other topics as an
Observer.
Members
Members of a team took responsibility for the final output of that team’s particular
topic of discussion.
Critics
Critics were given the floor at predetermined points in the meetings to help the
Members sharpen their discussion, and to ensure that not only the loudest people
were heard, etc.
Observers
Participants also assumed the role of Observer on topic teams for which they were
neither Members nor Critics. As Observers, they could only listen.
Each team met three times over the course of the syntegration. As a result, each team
continued to fine-tune its thinking, consolidate its recommendations, integrate
others’ thinking with their own, change their direction and arrive at highly informed,
strategically integrated ideas, solutions and actions. Everyone became an information
networker – moving knowledge, information, perspectives, know-how, etc., from one
team to another.
6. Canadian Blood Services Pandemic Preparedness Planning:
Ensuring Sufficiency of Canada’s Blood Supply in the Face of a Pandemic Flu
Longwoods Publishing – May 2006 – www.longwoods.com
6
Everyone experienced very productive dialogue and candid debate about 12 key facets
of the Opening Question. This resulted in a high degree of mutual trust and shared
understanding. As described by Stafford Beer, the inventor of the methodology, “This
is exactly what our presuppositions about democracy and symmetry led us to expect
from adopting such a model as this: zero marginalization of any one person” (Beer
1994).
The energy level at the event was very high. There was great interaction among the
groups and participants. A steady buzz emerged right from the start. Discussions did
not end in the meeting rooms but carried on over lunch, indeed even into the evening.
The cross-fertilization of ideas that occurred was very powerful.
INFORMATION NETWORKING
People connecting topics, topics connecting people
The following represents the flow of information from the perspective of the orange team only.
The same effect takes place from the perspective of each of the 12 Topic Teams.
Members of the orange topic informing their discussion with content
from their other “Member” topics (brown, red, yellow, silver and black).
Orange information being moved by orange Members to other topics.
In the room with orange Members are the orange Critics who feed infor-
mation from the green, light blue, purple, dark blue and white teams into
the orange Members’ discussions.
When these same people go back to their Member roles in the green,
light blue, purple, dark blue and white teams, they carry information
discussed in the orange topic to their own teams.
CONCLUSION/RESULTS
By the end of the syntegration, CBS had done much of the heavy lifting on the
pandemic influenza plan. Much of the anxiety felt going in was alleviated. Some of
it was replaced with new anxieties caused by the realization of the enormity of the
challenge that lay ahead. Participants had, however, wrapped their heads around the
major issues, arrived at concrete proposals, identified key policy areas to explore and
7. Canadian Blood Services Pandemic Preparedness Planning:
Ensuring Sufficiency of Canada’s Blood Supply in the Face of a Pandemic Flu
Longwoods Publishing – May 2006 – www.longwoods.com
a clear way forward. The syntegration process eliminated the elapsed time associated
with the use of formal, linear issue-identification and problem-solving processes and
provided an ideal environment for leveraging the collective wisdom of the assembled
group. There was still a significant amount of work left to complete the plan, but CBS
was in a much better position than it would have otherwise been.
A supplementary benefit was that CBS now had a group of 33 people who were
committed to continue their involvement and move the plan forward. The decision-
makers had been in the room and bought into the plan greatly since they had devel-
oped it themselves.
Other participants agree…
“Syntegration helped us nail down areas of focus for the plan. It gave us a blue
print of where to start and got lots of people on the same page. As a member of
one of the plan’s work streams, I often refer back to the content we produced
at the syntegration and notice that we have not deviated from the plan. It really
did produce the direction that we need to follow.”
Executive Director – Employee Relations and HR Operations
“Before the syntegration, we lacked confidence in our ability to deal with the
complexity of a pandemic. Where do we start? What are our priorities? By the
end of the event we had a clearer, much better understanding of what we were
going to be dealing with and the interdependencies of our priorities…Our
progress since the event has been accelerated because we spent three days in
November calibrating our compass and have been using it ever since to develop
the details of the plan.”
Regional Director for North and East Ontario and Nunavut
“Key to the successful development of the plan was the cross section of people
with different knowledge and experience coupled with the ability to have those
thoughts and experiences vocalized in a disciplined way. We got a lot out in a
short period of time.”
Director Supply Management
Since the syntegration, the team has made good progress on the details of the plan.
It will be in a position by the end of the first quarter to confidently report to the
Executive Management Team that, if a pandemic strikes, it has a solid foundation to
manage the crisis. Next quarter will see the fine tuning of some facets of the plan, but
the major issues and policy decisions have been thought through, and a mechanism
will soon be in place for managing operations in the event of a pandemic.
CONSIDERATIONS FOR HEALTHCARE EXECUTIVES
• Take the threat of flu pandemic very seriously if you haven’t already. Reflect on what
happened in Toronto during SARS – think of the impact something like that can
have on your operations.
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8. Canadian Blood Services Pandemic Preparedness Planning:
Ensuring Sufficiency of Canada’s Blood Supply in the Face of a Pandemic Flu
Longwoods Publishing – May 2006 – www.longwoods.com
8
• This is a case where the clock is ticking. We would be naïve to think we have lots
of time on this. We know from history the impact is significant. We are living in a
world that is much smaller than it was in 1918 when this last happened.
• Planning for a pandemic is very complex. It involves internal and external stakeholders.
There is a great need to find a way of planning effectively in such an environment.
• For many people the difficulty is knowing where to start. That’s the good thing about
the syntegration approach. All you need is a good question to set the framework.
• There are others out there that are working through this as well, so there are many
sources of good advice.
• The planning assumption is that 25% of your workforce will be off ill for three
weeks at a time. What will this do to your operation?
Reference
Beer, Stafford. 1994. Beyond Dispute: The Invention of Team Syntegrity (p. 5). West Sussex: John Wiley
& Sons.
About the Authors
Ian Mumford, Chief Operating Officer at Canadian Blood Services, is responsible for all core
national activities essential to providing Canadians with a continual supply of safe, high quality
blood products through Canadian Blood Services’ 855 hospital customers across Canada.
Moe Abecassis, Associate, Syntegrity Group.