UPMC is a $8 billion integrated global health system based in Pittsburgh, Pennsylvania. It is one of the largest non-profit health systems in the US. UPMC operates 20 hospitals, 400 doctors' offices, insurance services and collaborates with the University of Pittsburgh Schools of Health Sciences. It is known for programs in transplantation, cancer, neurosurgery and other areas. UPMC is expanding globally with locations in countries like Italy, Ireland, UK, Cyprus and Qatar. The EPGP team visited UPMC's office in Pittsburgh to learn about its International and Commercial Services Division and global operations.
Priority Hr Reccomends Life Sciences Study ResultsJim Cox
1) The life sciences industry in Michigan employs over 79,000 people and had a payroll of $6.6 billion in 2006, accounting for a significant portion of the state's economy.
2) Between 1999-2006, life sciences employment in Michigan grew by 10.7% while average wages increased by 29.3%, outpacing overall employment and wage growth in the state.
3) The University Research Corridor (URC) universities spend over $887 million annually on life sciences research and development, bringing federal and other funds into the state economy. The URC universities rank among the top in the nation for expenditures in life sciences research.
This internship report summarizes Abid Hussain's internship at the finance department of Aga Khan University Hospital in Karachi. The report provides an overview of AKUH, including its vision, mission and facilities. It then describes the various sections of the finance department and their functions, including bookkeeping, budgeting, billing and payroll. The report also summarizes Abid's learning experience, including understanding financial terminology and using the PeopleSoft software system. In conclusions, Abid states it was a valuable learning experience, and recommends improving training programs and customizing the PeopleSoft modules.
The document is the 2017-18 prospectus for Khyber Medical University. It provides information on the university's vision, mission and values. It lists the university's constituent institutes and programs offered. It outlines policies on admissions, academics, quality assurance and fees. It provides details on financial assistance available and committees that oversee admissions, disabilities and appeals. Institute-specific information is also included.
CAH has worked with front-line organizations in Estonia, Mozambique and South Africa to prepare analytic case studies of three outstanding initiatives that have scaled up the provision of health services to adolescents. The South African case study is of the Evolution of the National Adolescent Friendly Clinic Initiative which was an integral part of the high profile loveLife programme. The Mozambican case study was of the progress made by the multisectoral Geraçao Biz programme, a key component of which was youth-friendly health services, in moving from inception to large scale. The Estonian case study was that of the nationwide spread of the Amor youth clinic network, led by the Sexual Health Association in that country.
CAH has worked with front-line organizations in Estonia, Mozambique and South Africa to prepare analytic case studies of three outstanding initiatives that have scaled up the provision of health services to adolescents. The South African case study is of the Evolution of the National Adolescent Friendly Clinic Initiative which was an integral part of the high profile loveLife programme. The Mozambican case study was of the progress made by the multisectoral Geraçao Biz programme, a key component of which was youth-friendly health services, in moving from inception to large scale. The Estonian case study was that of the nationwide spread of the Amor youth clinic network, led by the Sexual Health Association in that country.
Experiences in Outsourcing Nonclinical Services Among Public Hospitals in Bot...HFG Project
This report summarizes Botswana's experience outsourcing non-clinical services at public hospitals to private vendors. It provides context on Botswana's national privatization policy and timelines. It also describes capacity building workshops held for Ministry of Health and hospital staff on outsourcing best practices. Initial findings show that outsourcing represented a large portion of hospital budgets on average. Perceptions of service quality improved for cleaning, laundry, and security according to a staff survey. The use of service level agreements and improved contract management techniques led to better communication and oversight between hospitals and vendors. However, opportunities remain to strengthen governance and further empower women through outsourcing initiatives.
HBS Management Challenge - Telemedicine for Prisons FinalSitul Shah
This document provides a summary of a management challenge report investigating the use of Cisco HealthPresence for telemedicine applications in UK prisons. It finds that the UK prison population has more than doubled since 1993, presenting challenges for healthcare provision. Cisco HealthPresence could enable remote consultations, expanding access to cost-effective healthcare while optimizing resources. Key benefits include improving access to healthcare, reducing travel costs, and increasing operational effectiveness through collaboration. The report concludes telemedicine could serve as a model for improving prisoner healthcare internationally while increasing efficiency.
This document is a medical manual for the Royal Adelaide Hospital Intensive Care Unit from 2012. It provides information on administration, clinical procedures, drugs and infusions for ICU staff. The manual aims to standardize patient management through protocols and guidelines derived from evidence and experience. It contains sections on staffing, admission/discharge policies, documentation, consent, ward rounds, clinical duties, procedures, cardiovascular and respiratory drugs, sedation, and more. The director notes that while aiming for accuracy, errors may exist and staff should notify the duty consultant of any issues.
Priority Hr Reccomends Life Sciences Study ResultsJim Cox
1) The life sciences industry in Michigan employs over 79,000 people and had a payroll of $6.6 billion in 2006, accounting for a significant portion of the state's economy.
2) Between 1999-2006, life sciences employment in Michigan grew by 10.7% while average wages increased by 29.3%, outpacing overall employment and wage growth in the state.
3) The University Research Corridor (URC) universities spend over $887 million annually on life sciences research and development, bringing federal and other funds into the state economy. The URC universities rank among the top in the nation for expenditures in life sciences research.
This internship report summarizes Abid Hussain's internship at the finance department of Aga Khan University Hospital in Karachi. The report provides an overview of AKUH, including its vision, mission and facilities. It then describes the various sections of the finance department and their functions, including bookkeeping, budgeting, billing and payroll. The report also summarizes Abid's learning experience, including understanding financial terminology and using the PeopleSoft software system. In conclusions, Abid states it was a valuable learning experience, and recommends improving training programs and customizing the PeopleSoft modules.
The document is the 2017-18 prospectus for Khyber Medical University. It provides information on the university's vision, mission and values. It lists the university's constituent institutes and programs offered. It outlines policies on admissions, academics, quality assurance and fees. It provides details on financial assistance available and committees that oversee admissions, disabilities and appeals. Institute-specific information is also included.
CAH has worked with front-line organizations in Estonia, Mozambique and South Africa to prepare analytic case studies of three outstanding initiatives that have scaled up the provision of health services to adolescents. The South African case study is of the Evolution of the National Adolescent Friendly Clinic Initiative which was an integral part of the high profile loveLife programme. The Mozambican case study was of the progress made by the multisectoral Geraçao Biz programme, a key component of which was youth-friendly health services, in moving from inception to large scale. The Estonian case study was that of the nationwide spread of the Amor youth clinic network, led by the Sexual Health Association in that country.
CAH has worked with front-line organizations in Estonia, Mozambique and South Africa to prepare analytic case studies of three outstanding initiatives that have scaled up the provision of health services to adolescents. The South African case study is of the Evolution of the National Adolescent Friendly Clinic Initiative which was an integral part of the high profile loveLife programme. The Mozambican case study was of the progress made by the multisectoral Geraçao Biz programme, a key component of which was youth-friendly health services, in moving from inception to large scale. The Estonian case study was that of the nationwide spread of the Amor youth clinic network, led by the Sexual Health Association in that country.
Experiences in Outsourcing Nonclinical Services Among Public Hospitals in Bot...HFG Project
This report summarizes Botswana's experience outsourcing non-clinical services at public hospitals to private vendors. It provides context on Botswana's national privatization policy and timelines. It also describes capacity building workshops held for Ministry of Health and hospital staff on outsourcing best practices. Initial findings show that outsourcing represented a large portion of hospital budgets on average. Perceptions of service quality improved for cleaning, laundry, and security according to a staff survey. The use of service level agreements and improved contract management techniques led to better communication and oversight between hospitals and vendors. However, opportunities remain to strengthen governance and further empower women through outsourcing initiatives.
HBS Management Challenge - Telemedicine for Prisons FinalSitul Shah
This document provides a summary of a management challenge report investigating the use of Cisco HealthPresence for telemedicine applications in UK prisons. It finds that the UK prison population has more than doubled since 1993, presenting challenges for healthcare provision. Cisco HealthPresence could enable remote consultations, expanding access to cost-effective healthcare while optimizing resources. Key benefits include improving access to healthcare, reducing travel costs, and increasing operational effectiveness through collaboration. The report concludes telemedicine could serve as a model for improving prisoner healthcare internationally while increasing efficiency.
This document is a medical manual for the Royal Adelaide Hospital Intensive Care Unit from 2012. It provides information on administration, clinical procedures, drugs and infusions for ICU staff. The manual aims to standardize patient management through protocols and guidelines derived from evidence and experience. It contains sections on staffing, admission/discharge policies, documentation, consent, ward rounds, clinical duties, procedures, cardiovascular and respiratory drugs, sedation, and more. The director notes that while aiming for accuracy, errors may exist and staff should notify the duty consultant of any issues.
HPAC0003 Strategic Plan June 2015 FINALEmma Hodgkin
The strategic plan outlines 6 strategic themes to achieve the vision of the Health Precinct Advisory Council over 2015-2020. The themes are to: 1) enhance the profile of the Health Precinct; 2) enable development of a Research Centre of Excellence; 3) develop innovative models of professional learning and education; 4) contribute to advancements in clinical simulation; 5) enable growth of clinical trials; and 6) strengthen the innovation ecosystem through advances in health IT. The plan identifies short, medium, and long term outcomes for each theme to realize the vision of an internationally recognized health precinct that improves health outcomes, drives economic growth, and benefits the community.
This document provides a summary of a management report investigating the use of Cisco HealthPresence technology for telemedicine applications to provide primary healthcare services to prisoners in UK prisons. It finds that the growing UK prison population presents challenges for healthcare provision. Telemedicine could help address this by expanding access to cost-effective healthcare while optimizing resources and improving operational effectiveness across the justice and healthcare systems. Cisco HealthPresence allows live video consultations that could provide faster primary care access for prisoners. The report recommends deploying this technology to improve prisoner healthcare and drive efficiencies.
This document provides an overview of essential occupational health interventions for primary prevention of work-related diseases and injuries in low and middle income countries. It identifies the major occupational exposures that lead to diseases and injuries, including asbestos, silica, welding fumes, noise, ergonomic factors, and hazardous situations. It then categorizes interventions to reduce these exposures as environmental, behavioral, or clinical. The document conducts a literature search for systematic reviews evaluating the effectiveness of these interventions in reducing exposures and preventing diseases and injuries.
The document provides a checklist for assessing the quality of healthcare in Kenya based on the Kenya Quality Model for Health (KQMH). It outlines 12 dimensions of quality that are organized around structure, processes, and results. The dimensions cover areas like leadership, human resources, policies/guidelines, facilities/infrastructure, supplies management, equipment management, and financial management. It also provides standards and requirements for key clinical processes like outpatient services, patient-centered care, infection prevention, inpatient care, emergencies, safe delivery, and more. Documentation required for assessment is listed. The scoring system for each dimension is also defined.
Health and Total Care Pharmacy plans to implement an extensive diabetes program called Living with Diabetes to provide integrated healthcare services for diabetes patients. The program aims to grow membership to 350 in the first year and 525 in the second year. A SWOT analysis identified strengths such as filling an unmet need and building patient relationships, weaknesses like a small store size, opportunities in the growing diabetes epidemic, and threats like potential competitors.
This report analyzes 90 Care Quality Commission inspection reports from 2015 to assess how effectively the statutory duty of candour is being regulated and implemented in NHS hospitals in England. The duty of candour requires open and honest communication with patients when certain patient safety incidents occur. The analysis found that while most reports mentioned the duty of candour, the level of analysis was often superficial. Some reports identified issues like a lack of staff understanding or non-compliance. The report concludes more robust monitoring and enforcement is still needed to ensure proper implementation of the duty of candour.
Christian Connections for International Health (CCIH), a U.S.- based nonprofit membership organization commissioned a Family Planning (FP) survey of faith-based facility-based private not-for-profit (FB-PNFP) health facilities in Uganda in 2013. The survey revealed that faith-based facility-based health facilities in Uganda are well positioned to take on additional family planning service provision, including both counseling and provision of FP methods. This study also revealed both strengths and weaknesses of these faith-based facilities in Uganda, and can be used by the respective medical bureaus and the Ministry of Health to identify solutions and additional opportunities that require more long term planning and execution. These efforts can strengthen FP service delivery in Uganda.
This document provides a practical guide to help potential beneficiaries obtain funding from European Union sources for research and innovation projects. It outlines the main EU funding instruments - the 7th Research Framework Programme, the Competitiveness and Innovation Framework Programme, and the Structural Funds. The guide provides information on eligibility, how to apply, funding amounts, and how the different funding sources can be combined. It aims to help navigating the various options and identifying the most suitable sources of support. Annexes provide more detailed descriptions of each individual funding program.
The document summarizes the results of the 2014 Massachusetts Worksite Health Improvement Survey. It finds that chronic diseases pose a large burden in Massachusetts and are costly for employers. The survey assessed 621 Massachusetts worksites on their health promotion policies and programs. It provides suggestions in 7 areas for worksites to improve employee health, such as having visible leadership commitment, conducting needs assessments, and evaluating programs with data. The report aims to help worksites customize wellness strategies for their specific workforces and industries.
Sample for OHSAS Strategic Plan 2014 to 2020tthuynhcp
This document presents a strategic plan for the Occupational Health and Safety Authority (OHSA) of Malta from 2014 to 2020. It outlines OHSA's vision, mission, and five strategic objectives: 1) improving legislation, compliance and enforcement; 2) building capacity through training and resources; 3) communicating the benefits of occupational health and safety; 4) addressing existing and emerging risks; and 5) evaluating the effectiveness of actions taken. The plan was informed by a review of relevant EU and national documents and aims to continue reducing workplace accidents and illnesses in Malta.
The ALCOVE Joint Action will develop Alzheimer's disease and dementia prevention and care models across Europe. It aims to 1) establish a European statement on Alzheimer's to support implementation at the EU level, and 2) support implementation of good practices in risk prevention, focusing on overuse of psychotropics. The project will build knowledge through existing data, connect information systems, improve risk prevention strategies, diagnosis criteria and healthcare systems, and assess care practices, training, and patient rights to support autonomy and dignity. Outcomes include improved collaboration and knowledge sharing to support public health and policy decisions regarding Alzheimer's and dementia across Europe.
This document discusses improving infection prevention and control in Ethiopian health facilities through supportive supervision visits. It provides background on previous technical assistance to Ethiopia on injection safety and healthcare waste management. It then describes the approach taken, which involved conducting supportive supervision visits to assess infection prevention practices, equipment/supplies, and provide recommendations. Key findings included need for improved IPC program management, adherence to standard practices, and ensuring adequate equipment/supplies. Recommendations focused on addressing challenges, continuing supportive supervision, and prioritizing IPC program strengthening.
The NSW Health and Medical Research Strategic Review will recommend a 10-year plan.
A 10-year horizon recognises that research
is a long-term enterprise that requires a consistent approach to funding and support if it is to deliver the best outcomes for the state.
To date, the Review has consulted more than 400 people and has published a Fact Base of data on NSW’s research performance against a number of metrics and an Issues Paper that presents a preliminary framework for the NSW health and medical research strategy.
The document provides an overview of the life sciences sector in British Columbia including:
- The life sciences sector contributes $14.4 billion to BC's GDP and employs almost 180,000 people.
- The sector is growing but faces challenges in access to capital, talent, and coordination of government initiatives.
- Most life sciences companies in BC are small, suggesting room for growth through funding, partnerships, or acquisitions.
This document provides guidance for good practice in occupational health services. It aims to help occupational health professionals improve the quality of their work and better contribute to occupational health objectives. The document discusses topics like the objectives and tasks of occupational health services, workplace surveillance, health surveillance, counseling, and rehabilitation. It also covers managing occupational health services, including planning, ethics, training, competencies, financing, and quality management. The document is intended to help occupational health professionals evaluate their own performance and continuously improve. The overall goal is to enhance workplace health through high quality occupational health services.
The document presents findings from a post-training assessment of health workers trained under the FUNZOKenya project between 2013-2014. Key findings include:
1. The FUNZOKenya training approach of establishing regional hubs was seen as building capacity at training institutions but had some logistical disadvantages.
2. Health workers reported improvements in service availability and quality following the trainings in areas like HIV/AIDS, MNCH and FP.
3. Clients reported positive experiences with trained health workers but some health system constraints like staff shortages remained challenges.
The top 20 alcohol brands in Australia have over 2.5 million followers on Facebook and posted more than 4,500 pieces of content in 2012. Brands continuously seek engagement from fans through likes, comments and shares on their Facebook pages. They strategically time their posts to engage with users in real time, most commonly on Fridays between 3-5pm, often referencing drinking rituals. Brands also post content related to sports, music and cultural events to generate interactions. The extensive use of social media by alcohol brands raises issues not addressed by current regulations, such as the volume of branding, collaboration with consumers, integration with everyday life, global branding strategies, data collection and lack of transparency.
The report discusses Wisconsin's healthcare workforce in 2010. It notes that while the recession temporarily reduced demand for healthcare workers, this is expected to improve as the economy rebounds. However, planned reductions to Medicare and Medicaid reimbursement could significantly impact hospitals' ability to employ staff. The report also highlights Wisconsin's aging population and workforce, with over 45% of nurses over 50 years old. It recommends sustaining hospital funding, expanding workforce data collection, and recruiting from all population segments to ensure an adequate and diverse healthcare workforce.
This document provides guidance for health and social care staff on care planning and advance care planning for people with life-limiting illnesses. It discusses the importance of assessing capacity and acting in best interests for those lacking capacity. Care planning involves determining needs, preferences and goals of care through discussion to decide how to meet needs. Advance care planning is voluntary and allows those with capacity to record future care wishes, such as advance decisions to refuse treatment or appointing lasting power of attorney, to guide care if they lose capacity. The key principles emphasize the importance of communication, informed consent, acting in best interests when needed, and documenting and sharing plans appropriately.
Repositioning the Health Economics UnitHFG Project
The document summarizes a proposal to reposition the Health Economics Unit (HEU) of the Ministry of Health and Family Welfare in Bangladesh. It conducted interviews and a review to assess the HEU's current mandate, structure, staffing and activities. Key findings were that the HEU's mandate was too broad and staffing too limited to fulfill its mission effectively. The proposal is to rename it the Directorate General of Health Economics and Policy, refocus its work on health economics analysis, advocacy and policy guidance to support universal health coverage. It would have four specialized units and address recruitment and collaboration issues. The Quality Improvement Secretariat and parts of another unit would be relocated to allow the repositioned body to fulfill its revised
The document outlines a detailed market mapping framework for analyzing a retail store, including sections on location details, physical aspects, ambience, layout, customer friendliness, products/categories, business throughput, financials, supply chain, promotions, issues, and opportunities for improvement. The framework contains over 100 data points across various categories to gain a comprehensive understanding of the store's operations, performance, customers, and area for growth.
Trans share inc - case study submission 12 sep 09 v1.1Rajendra Inani
This case study examines the appropriate revenue recognition practices for Trans Share Inc., a company that buys and sells aircraft and provides related maintenance and operational support services. Currently, Trans Share recognizes revenue from the sale of fractional aircraft interests at the time of sale. However, it wants to implement the correct revenue recognition methods to prepare for an IPO and comply with emerging accounting standards. The case study analyzes Trans Share's current business model and revenue recognition practices, and recommends converting its fractional interest program to an operating lease or service contract model to properly recognize revenue over the life of the agreement rather than up front.
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Similar to Epgp 2009-10 int'al immersion- assignment_#1_upmc_rajendra inani #27
HPAC0003 Strategic Plan June 2015 FINALEmma Hodgkin
The strategic plan outlines 6 strategic themes to achieve the vision of the Health Precinct Advisory Council over 2015-2020. The themes are to: 1) enhance the profile of the Health Precinct; 2) enable development of a Research Centre of Excellence; 3) develop innovative models of professional learning and education; 4) contribute to advancements in clinical simulation; 5) enable growth of clinical trials; and 6) strengthen the innovation ecosystem through advances in health IT. The plan identifies short, medium, and long term outcomes for each theme to realize the vision of an internationally recognized health precinct that improves health outcomes, drives economic growth, and benefits the community.
This document provides a summary of a management report investigating the use of Cisco HealthPresence technology for telemedicine applications to provide primary healthcare services to prisoners in UK prisons. It finds that the growing UK prison population presents challenges for healthcare provision. Telemedicine could help address this by expanding access to cost-effective healthcare while optimizing resources and improving operational effectiveness across the justice and healthcare systems. Cisco HealthPresence allows live video consultations that could provide faster primary care access for prisoners. The report recommends deploying this technology to improve prisoner healthcare and drive efficiencies.
This document provides an overview of essential occupational health interventions for primary prevention of work-related diseases and injuries in low and middle income countries. It identifies the major occupational exposures that lead to diseases and injuries, including asbestos, silica, welding fumes, noise, ergonomic factors, and hazardous situations. It then categorizes interventions to reduce these exposures as environmental, behavioral, or clinical. The document conducts a literature search for systematic reviews evaluating the effectiveness of these interventions in reducing exposures and preventing diseases and injuries.
The document provides a checklist for assessing the quality of healthcare in Kenya based on the Kenya Quality Model for Health (KQMH). It outlines 12 dimensions of quality that are organized around structure, processes, and results. The dimensions cover areas like leadership, human resources, policies/guidelines, facilities/infrastructure, supplies management, equipment management, and financial management. It also provides standards and requirements for key clinical processes like outpatient services, patient-centered care, infection prevention, inpatient care, emergencies, safe delivery, and more. Documentation required for assessment is listed. The scoring system for each dimension is also defined.
Health and Total Care Pharmacy plans to implement an extensive diabetes program called Living with Diabetes to provide integrated healthcare services for diabetes patients. The program aims to grow membership to 350 in the first year and 525 in the second year. A SWOT analysis identified strengths such as filling an unmet need and building patient relationships, weaknesses like a small store size, opportunities in the growing diabetes epidemic, and threats like potential competitors.
This report analyzes 90 Care Quality Commission inspection reports from 2015 to assess how effectively the statutory duty of candour is being regulated and implemented in NHS hospitals in England. The duty of candour requires open and honest communication with patients when certain patient safety incidents occur. The analysis found that while most reports mentioned the duty of candour, the level of analysis was often superficial. Some reports identified issues like a lack of staff understanding or non-compliance. The report concludes more robust monitoring and enforcement is still needed to ensure proper implementation of the duty of candour.
Christian Connections for International Health (CCIH), a U.S.- based nonprofit membership organization commissioned a Family Planning (FP) survey of faith-based facility-based private not-for-profit (FB-PNFP) health facilities in Uganda in 2013. The survey revealed that faith-based facility-based health facilities in Uganda are well positioned to take on additional family planning service provision, including both counseling and provision of FP methods. This study also revealed both strengths and weaknesses of these faith-based facilities in Uganda, and can be used by the respective medical bureaus and the Ministry of Health to identify solutions and additional opportunities that require more long term planning and execution. These efforts can strengthen FP service delivery in Uganda.
This document provides a practical guide to help potential beneficiaries obtain funding from European Union sources for research and innovation projects. It outlines the main EU funding instruments - the 7th Research Framework Programme, the Competitiveness and Innovation Framework Programme, and the Structural Funds. The guide provides information on eligibility, how to apply, funding amounts, and how the different funding sources can be combined. It aims to help navigating the various options and identifying the most suitable sources of support. Annexes provide more detailed descriptions of each individual funding program.
The document summarizes the results of the 2014 Massachusetts Worksite Health Improvement Survey. It finds that chronic diseases pose a large burden in Massachusetts and are costly for employers. The survey assessed 621 Massachusetts worksites on their health promotion policies and programs. It provides suggestions in 7 areas for worksites to improve employee health, such as having visible leadership commitment, conducting needs assessments, and evaluating programs with data. The report aims to help worksites customize wellness strategies for their specific workforces and industries.
Sample for OHSAS Strategic Plan 2014 to 2020tthuynhcp
This document presents a strategic plan for the Occupational Health and Safety Authority (OHSA) of Malta from 2014 to 2020. It outlines OHSA's vision, mission, and five strategic objectives: 1) improving legislation, compliance and enforcement; 2) building capacity through training and resources; 3) communicating the benefits of occupational health and safety; 4) addressing existing and emerging risks; and 5) evaluating the effectiveness of actions taken. The plan was informed by a review of relevant EU and national documents and aims to continue reducing workplace accidents and illnesses in Malta.
The ALCOVE Joint Action will develop Alzheimer's disease and dementia prevention and care models across Europe. It aims to 1) establish a European statement on Alzheimer's to support implementation at the EU level, and 2) support implementation of good practices in risk prevention, focusing on overuse of psychotropics. The project will build knowledge through existing data, connect information systems, improve risk prevention strategies, diagnosis criteria and healthcare systems, and assess care practices, training, and patient rights to support autonomy and dignity. Outcomes include improved collaboration and knowledge sharing to support public health and policy decisions regarding Alzheimer's and dementia across Europe.
This document discusses improving infection prevention and control in Ethiopian health facilities through supportive supervision visits. It provides background on previous technical assistance to Ethiopia on injection safety and healthcare waste management. It then describes the approach taken, which involved conducting supportive supervision visits to assess infection prevention practices, equipment/supplies, and provide recommendations. Key findings included need for improved IPC program management, adherence to standard practices, and ensuring adequate equipment/supplies. Recommendations focused on addressing challenges, continuing supportive supervision, and prioritizing IPC program strengthening.
The NSW Health and Medical Research Strategic Review will recommend a 10-year plan.
A 10-year horizon recognises that research
is a long-term enterprise that requires a consistent approach to funding and support if it is to deliver the best outcomes for the state.
To date, the Review has consulted more than 400 people and has published a Fact Base of data on NSW’s research performance against a number of metrics and an Issues Paper that presents a preliminary framework for the NSW health and medical research strategy.
The document provides an overview of the life sciences sector in British Columbia including:
- The life sciences sector contributes $14.4 billion to BC's GDP and employs almost 180,000 people.
- The sector is growing but faces challenges in access to capital, talent, and coordination of government initiatives.
- Most life sciences companies in BC are small, suggesting room for growth through funding, partnerships, or acquisitions.
This document provides guidance for good practice in occupational health services. It aims to help occupational health professionals improve the quality of their work and better contribute to occupational health objectives. The document discusses topics like the objectives and tasks of occupational health services, workplace surveillance, health surveillance, counseling, and rehabilitation. It also covers managing occupational health services, including planning, ethics, training, competencies, financing, and quality management. The document is intended to help occupational health professionals evaluate their own performance and continuously improve. The overall goal is to enhance workplace health through high quality occupational health services.
The document presents findings from a post-training assessment of health workers trained under the FUNZOKenya project between 2013-2014. Key findings include:
1. The FUNZOKenya training approach of establishing regional hubs was seen as building capacity at training institutions but had some logistical disadvantages.
2. Health workers reported improvements in service availability and quality following the trainings in areas like HIV/AIDS, MNCH and FP.
3. Clients reported positive experiences with trained health workers but some health system constraints like staff shortages remained challenges.
The top 20 alcohol brands in Australia have over 2.5 million followers on Facebook and posted more than 4,500 pieces of content in 2012. Brands continuously seek engagement from fans through likes, comments and shares on their Facebook pages. They strategically time their posts to engage with users in real time, most commonly on Fridays between 3-5pm, often referencing drinking rituals. Brands also post content related to sports, music and cultural events to generate interactions. The extensive use of social media by alcohol brands raises issues not addressed by current regulations, such as the volume of branding, collaboration with consumers, integration with everyday life, global branding strategies, data collection and lack of transparency.
The report discusses Wisconsin's healthcare workforce in 2010. It notes that while the recession temporarily reduced demand for healthcare workers, this is expected to improve as the economy rebounds. However, planned reductions to Medicare and Medicaid reimbursement could significantly impact hospitals' ability to employ staff. The report also highlights Wisconsin's aging population and workforce, with over 45% of nurses over 50 years old. It recommends sustaining hospital funding, expanding workforce data collection, and recruiting from all population segments to ensure an adequate and diverse healthcare workforce.
This document provides guidance for health and social care staff on care planning and advance care planning for people with life-limiting illnesses. It discusses the importance of assessing capacity and acting in best interests for those lacking capacity. Care planning involves determining needs, preferences and goals of care through discussion to decide how to meet needs. Advance care planning is voluntary and allows those with capacity to record future care wishes, such as advance decisions to refuse treatment or appointing lasting power of attorney, to guide care if they lose capacity. The key principles emphasize the importance of communication, informed consent, acting in best interests when needed, and documenting and sharing plans appropriately.
Repositioning the Health Economics UnitHFG Project
The document summarizes a proposal to reposition the Health Economics Unit (HEU) of the Ministry of Health and Family Welfare in Bangladesh. It conducted interviews and a review to assess the HEU's current mandate, structure, staffing and activities. Key findings were that the HEU's mandate was too broad and staffing too limited to fulfill its mission effectively. The proposal is to rename it the Directorate General of Health Economics and Policy, refocus its work on health economics analysis, advocacy and policy guidance to support universal health coverage. It would have four specialized units and address recruitment and collaboration issues. The Quality Improvement Secretariat and parts of another unit would be relocated to allow the repositioned body to fulfill its revised
Similar to Epgp 2009-10 int'al immersion- assignment_#1_upmc_rajendra inani #27 (20)
The document outlines a detailed market mapping framework for analyzing a retail store, including sections on location details, physical aspects, ambience, layout, customer friendliness, products/categories, business throughput, financials, supply chain, promotions, issues, and opportunities for improvement. The framework contains over 100 data points across various categories to gain a comprehensive understanding of the store's operations, performance, customers, and area for growth.
Trans share inc - case study submission 12 sep 09 v1.1Rajendra Inani
This case study examines the appropriate revenue recognition practices for Trans Share Inc., a company that buys and sells aircraft and provides related maintenance and operational support services. Currently, Trans Share recognizes revenue from the sale of fractional aircraft interests at the time of sale. However, it wants to implement the correct revenue recognition methods to prepare for an IPO and comply with emerging accounting standards. The case study analyzes Trans Share's current business model and revenue recognition practices, and recommends converting its fractional interest program to an operating lease or service contract model to properly recognize revenue over the life of the agreement rather than up front.
The document provides financial information for a proposed toll road project including:
- The net present value (NPV) is ($456.70) and internal rate of return (IRR) is 10.38%
- Construction costs are estimated at Rs. 960 crore for 80% of the initial Rs. 1200 crore budget and land acquisition costs are Rs. 240 crore
- Annual maintenance costs are estimated at 0.9% of the total construction cost of Rs. 1500 crore
- Toll revenue is projected to grow at 7% annually reaching over Rs. 1400 crore by 2026
This document analyzes the inventory accounting methods of LIFO and FIFO for Merrimack Tractors and Mowers Inc. given rising costs of imports from China. Using a LIFO analysis, it shows that with LIFO, the company's net income would decrease rapidly over 2007-2009 despite sales increases, due to rising inventory costs. Switching to FIFO in 2008 would increase reported profits that year but likely lead to higher taxes in future years as costs rise. The document considers whether LIFO or FIFO is most suitable for the company given its current challenges meeting costs amid rising import prices from China.
Maharashtra state road development corporationRajendra Inani
The 6-lane Expressway between Bombay and Pune was developed as a BOOT project by the Maharashtra State Road Development Corporation (MSRDC) at a total cost of Rs. 1500 Crores. The MSRDC awarded construction work to 6 contracting firms and granted them a 30-year period to recover costs and earn a profit. While toll rates have increased three times, usage has slowed with each rise. The BOOT operators cannot currently afford discount plans requested by users, but the MSRDC must provide guidance that will set a precedent for future public-private partnerships.
Group 8 epgp - meeting management - communication presentationRajendra Inani
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1. Industry Visit - UPMC
International Immersion - Assignment #1
EPGP 2009-10 - Term IV- Individual Submission
28-Feb-2010
Instructor: Prof. S. Basu
Submitted by:
Rajendra Inani - #27
Page |1
2. Table of Contents
1 EPGP’s visit to UPMC................................................................................................................ 3
2 UPMC ......................................................................................................................................... 4
2.1 History of UPMC................................................................................................................. 4
2.2 Business Innovation at UPMC.......................................................................................... 4
2.3 One of America's Best ..................................................................................................... 5
3 Highlights about UPMC ........................................................................................................... 6
3.1 UPMC Organizational Structure ..................................................................................... 6
3.2 Global health enterprise ................................................................................................. 6
3.3 Financial Performance .................................................................................................... 7
3.4 Scope of operation and services .................................................................................. 8
3.5 UPMC’s health insurance ................................................................................................ 8
3.6 International ventures...................................................................................................... 8
3.7 Commitment to community........................................................................................... 9
3.8 Affiliated with University................................................................................................... 9
4 International and Commercial Services Division - Highlights ........................................... 9
4.1 Clinical Services Management ...................................................................................... 9
4.2 Infrastructure Consultation............................................................................................10
4.3 Translational Sciences....................................................................................................10
4.4 Strategic/Commercial Product Development Partnerships...................................11
4.5 National Security and Public Health ...........................................................................11
5 International Locations ......................................................................................................... 12
5.1 Cyprus...............................................................................................................................12
5.2 Ireland...............................................................................................................................12
5.3 Italy....................................................................................................................................13
5.4 Qatar ................................................................................................................................13
5.5 United Kingdom ..............................................................................................................14
6 Human Resource Global Assignment ................................................................................ 14
Industry Visit – UPMC - Assignment#1 Page |2
3. 1 EPGP’s visit to UPMC
As part of international immersion module, EPGP undertook a visit to University of Pittsburgh for two
weeks. This team underwent Executive Leadership Program conducted over a period of two weeks (7th to
19th Feb 2010). Under the context of Industrial visit, our team visited three industries. This report covers
our understanding of UPMC visit dated 12th Feb 2010.
Our team visited UPMC facility located in downtown Pittsburgh at 600, Grand Street in one of the tallest
building of Pittsburgh called US Steel Tower.
Located on the 56th floor in the building, this office has demonstration of UPMC’s health care services and
administrative offices.
We were given presentation and demo of health care services using audio and visual tour. Mr. Michael
Anderson, Director, Human Resources provided the presentation and guided tour of facility. We were
introduced in details about its International and Commercial Services Division (ICSD).
Industry Visit – UPMC - Assignment#1 Page |3
4. 2 UPMC
UPMC is an $8 billion integrated global health enterprise headquartered in Pittsburgh, Pennsylvania, and
one of the leading nonprofit health systems in the United States. As western Pennsylvania’s largest
employer, with 50,000 employees, UPMC is transforming the economy of the region into one based on
medicine, research and technology. By integrating 20 hospitals, 400 doctors’ offices and outpatient sites,
long-term care facilities and a major health insurance services division, and in collaboration with its
academic partner, the University of Pittsburgh Schools of the Health Sciences, UPMC has advanced the
quality and efficiency of health care and developed internationally renowned programs in transplantation,
cancer, neurosurgery, psychiatry, orthopedics, and sports medicine, among others. UPMC is
commercializing its medical and technological expertise by nurturing new companies, developing
strategic business relationships with some of the world’s leading multinational corporations and
expanding into international markets, including Italy, Ireland, the United Kingdom, Cyprus, and Qatar.
2.1 History of UPMC
Twenty years ago, the establishment of UPMC initiated an innovative new era in health care in Pittsburgh
and beyond. But, UPMC's history began some time before then.
Over the decades, the organization has evolved from a single psychiatric hospital, to an $8 billion
integrated global health enterprise dedicated to changing the face of health care and creating a new
export economy for the Pittsburgh region. UPMC’s transformation has been driven by a focus on core
values that continue to shape its path.
UPMC originated with a world-class academic medical center, organized in affiliation with the University
of Pittsburgh:
• In 1893, the tertiary care hospital that was to become UPMC’s flagship — UPMC Presbyterian —
was founded.
• In 1973, a comprehensive reorganization of Western Psychiatric Institute and Clinic and the
University of Pittsburgh’s Department of Psychiatry, under the leadership of Dr. Thomas Detre and
Jeffrey A. Romoff, began a new era of research-based medicine in Pittsburgh — and set the stage
for UPMC’s eventual mission of clinical care, research, and teaching.
• In 1986, three university-affiliated hospitals — Western Psychiatric Institute and Clinic,
Presbyterian-University Hospital, and Eye & Ear Hospital of Pittsburgh — unified under an
organization that would evolve into UPMC.
• In 1990, the name “University of Pittsburgh Medical Center,” or UPMC, was adopted. UPMC
continued to merge with community and specialty hospitals, creating the first truly integrated health
care delivery system in the Pittsburgh region.
• In 1997, recognizing the efficiencies possible from complementing its provider network with a
health insurance product, UPMC started what today is its Insurance Services Division.
Throughout these years, diversification into services such as home health care, assisted living and
retirement communities, technology spin offs, and even international health care sites, has provided new
means of supporting the academic and nonprofit mission that continue to this day. UPMC continues to
reinvent itself to anticipate and prepare for the challenges facing academic and nonprofit medicine, both
today and tomorrow.
2.2 Business Innovation at UPMC
UPMC complements its traditional health care culture of dedication, diligence, and compassion with an
entrepreneurial business model that rewards uncompromising innovation, breakthrough ideas, and the
swift, effective translation of research and development to practical products and services. A passion for
innovation lies at the heart of UPMC’s success, running through all of UPMC's operations. UPMC’s
Industry Visit – UPMC - Assignment#1 Page |4
5. unique strategy of combining clinical and research excellence with business-like discipline translates into
excellent patient care for both western Pennsylvanians and the global community.
UPMC is expanding the boundaries of health care by:
• Continuing to develop and refine UPMC’s western Pennsylvania operations in both clinical care
and and an integrated family of insurance options, with particular attention to operational efficiency,
integration, and positioning the organization for health care reform
• By pursuing best-in-class quality results and reaching new heights of patient satisfaction and
consumer empowerment, serving as a national model for the health care system of the future
• Nurturing new businesses through an operating component called International and Commercial
Services, which exports UPMC's medical and technical capabilities in ways that transform the
American and international health care landscapes
• Expanding clinical services and state-of-the-art medical expertise into international markets,
including Italy, Ireland, the United Kingdom, Qatar, and Cyprus
• Pioneering information technology to link and integrate electronic medical records across multiple
hospitals and care settings, both in UPMC's own network and as an exportable product
• Seeding new fields, such as regenerative medicine and biosecurity
In collaboration with business partners, UPMC is developing new models of connected medicine that
integrate information technologies, electronic medical records, and devices to put patients at the center of
health care.
The new businesses that UPMC launches, by itself or with multinational strategic partners, foster
innovation and invention within UPMC and make health care improvements more quickly available to
hospitals and physicians across the globe. By combining peerless clinical services, robust intellectual
capital in biomedicine and technology, and proven management expertise, UPMC has taken a successful
domestic model of comprehensive medicine to the world stage, sharing knowledge, pooling medical and
scientific talent among nations, and accelerating innovation worldwide.
2.3 One of Americaʹs Best
UPMC has received national recognition as
one of “America’s Best Hospitals,” earning
13th position in U.S. News & World
Report’s annual guide. The 2009 results
mark UPMC’s 10th year on the prestigious
Honor Roll, which this year includes only 21
hospitals nationwide that are considered the
“best of the best,” according to the
publication.
In addition, UPMC is nationally ranked in 13
of the 16 medical specialties surveyed—and
is the only local hospital to receive
recognition in any category on this
influential list.
Of the 4,800 medical centers in the nation that were analyzed, only 174 were ranked in one or more
specialties. To be in the elite Honor Roll group, hospitals had to achieve high scores in six or more
specialties, demonstrating “breadth of excellence,” according to the guide.
Industry Visit – UPMC - Assignment#1 Page |5
6. 3 Highlights about UPMC
3.1 UPMC Organizational Structure
3.2 Global health enterprise
• UPMC is an $8 billion integrated global health
enterprise headquartered in Pittsburgh,
Pennsylvania, and is one of the leading health
systems in the United States.
• UPMC is a nonprofit that melds an unwavering
community mission with entrepreneurial business
models. UPMC is the first nonprofit health system to
fully adopt Sarbanes-Oxley.
• UPMC is western Pennsylvania’s largest employer,
with 50,000 employees, and ranks as the no. 2
employer in the Commonwealth.
• A recognized innovator in information technology,
UPMC has deployed an electronic health record
across its hospitals and is developing a semantic
interoperability solution to unify information from
multiple systems. These capabilities, which are being developed in collaboration with industry
leaders like Cerner, GE, and IBM, will result in products that are commercialized nationally and
abroad.
Industry Visit – UPMC - Assignment#1 Page |6
7. 3.3 Financial Performance
Total Operating Revenue $7.7 billion in fiscal year 2009
Total Assets $7.5 billion in fiscal year 2009
UPMC Provider Services • 20 hospitals with more than 4,200 licensed beds
Division • More than 400 clinical locations in western Pennsylvania
• Nearly 5,000 affiliated physicians, including 2,700 employed by
UPMC
• More than 40 UPMC Cancer Centers with 180 affiliated
oncologists
• More than 200 psychiatrists and psychologists providing
Behavioral Health services at five hospitals and more than 50
outpatient and ambulatory locations
• 16 retirement and long-term care facilities, assisting more than
2,000 senior residents
• More than 50 hospital and outpatient rehabilitation facilities
UPMC Insurance Services Nearly 1.4 million members covered by UPMC Health Plan products
Division
UPMC International and UPMC is commercializing its expertise, bringing world-class health care,
Commercial Services advanced technologies, and management to markets throughout the
Division world, including Italy, Ireland, Cyprus, Qatar, and the United Kingdom
Employees 50,000
Annual Patient Activity More than 187,000 inpatient admissions
More than 4.5 million outpatient visits
More than 480,000 emergency visits
More than 165,000 surgeries
More than 800,000 home care visits
Market Share 55.5 percent medical-surgical market share
in Allegheny County
30.3 percent medical-surgical market share in
western Pennsylvania (29 counties)
Community Benefits $518 million, including:
$169 million in care for those without means to pay and shortfalls in
payments for those covered by government programs for low-income
households
$99 million in community service programs to meet health needs and
donations to support other community organizations
$250 million in costs incurred to support research and to educate
tomorrow's health professionals
Economic Impact The spend and re-spend cycle that UPMC's activities initiate translates
into a regional economic impact of more than $16 billion, and 100,000
jobs.
Education • Nearly 1,400 medical residents
• More than 100,000 physicians participate in our continuing
medical education programs each year.
• More than 3,100 nurses in training
each semester
Research More than $450 million in National Institutes of Health funding annually
to the University of Pittsburgh and affiliated programs, ranking among
the top 10 recipients in the United States
Industry Visit – UPMC - Assignment#1 Page |7
8. 3.4 Scope of operation and services
• UPMC operates 20 academic, community, and specialty hospitals and 400 outpatient sites,
employs 2,700 physicians, and offers an array of rehabilitation, retirement, and long-term care
facilities.
• UPMC has created a genuinely integrated health delivery system. With renowned centers of
excellence in transplantation, cancer, neurosurgery, psychiatry, rehabilitation, geriatrics, and
women’s health, it is ranked among “America’s Best Hospitals” by U.S. News & World Report.
• UPMC’s facilities are among the most technologically advanced in the nation. The recently opened
Children’s Hospital of Pittsburgh of UPMC is one of only a handful of “paperless” hospitals in
existence, and is one of two UPMC facilities to reach HIMSS Stage 6 in electronic health record
implementation.
3.5 UPMC’s health insurance
• UPMC’s health insurance arm serves 1.4 million members and has some of the fastest growing
health plans in the region. It offers commercial, Medicare, Medical Assistance, CHIP, behavioral
health, employee assistance, and workers’ compensation products.
• It provides a “public-health” focused front door to a network that includes world-renowned medical
experts, quality health promotion and health management programs, and unmatched service.
• It has been nationally recognized by business and industry groups for innovation and service
excellence.
3.6 International ventures
• Through its International and Commercial Services
Division, UPMC has launched a portfolio of new
businesses and international ventures.
• UPMC is commercializing its expertise, bringing world-
class health care, advanced technologies, and
management skills to markets throughout the world
through: clinical services management, infrastructure
consultation, strategic and commercial product
development partnerships, translational sciences, and
national security and public health. Each component is
designed to drive transformation of health care
delivery worldwide.
• Internationally, UPMC operates a hospital specializing
in transplant in Italy, two cancer centers and a hospital
in Ireland, and an emergency medical system in Qatar;
is implementing information technology solutions in the
United Kingdom; and will manage a newly
created hospital and cancer center Cyprus and a
biomedical research center in Italy.
Industry Visit – UPMC - Assignment#1 Page |8
9. 3.7 Commitment to community
• UPMC is committed to giving back and reinvesting in
the community.
• In the most recent fiscal year, UPMC’s community
contributions topped $500 million and represented 13
percent of net patient revenue.
• In 2007, UPMC made a $100 million commitment to
The Pittsburgh Promise to fund postsecondary
education for Pittsburgh’s high school graduates.
3.8 Affiliated with University
• UPMC is closely affiliated with the University of
Pittsburgh, which ranks fifth in NIH research funding.
4 International and Commercial Services Division - Highlights
UPMC strives to deliver the right care to the right patient, at the right time — every time. This focus
extends beyond the walls of UPMC’s western Pennsylvania network of hospitals, community-based
services, physicians, and outpatient care. It is a vision that permeates all that UPMC does. To that end,
UPMC actively commercializes its expertise globally, bringing world-class health care, advanced
technologies and management skills to markets through its International and Commercial Services
Division (ICSD).
The goal is to advance UPMC’s mission of positively transforming the way health care is provided in the
U.S. and abroad, while revitalizing the economy of western Pennsylvania. Further, UPMC is building a
global health care brand that will continue to attract the best and brightest physicians, nurses,
researchers and staff for the benefit of all of its patients and business ventures.
UPMC is commercializing its expertise, bringing world-class health care, advanced technologies,
and management skills to markets throughout the world.
The goal is to advance UPMC’s mission of positively transforming the way health care is
provided, while revitalizing the economy of western Pennsylvania. UPMC is building an integrated
global health enterprise that will attract the best and brightest physicians, nurses and researchers
for the benefit of all of its patients.
UPMC’s International and Commercial Services Division (ICSD) focuses on operations in five
areas: clinical services management, infrastructure consultation, strategic and commercial
product development partnerships, translational sciences, and national security and public health.
Each component is designed to drive transformation of health care delivery worldwide.
4.1 Clinical Services Management
Working with private partners and governments around the world, UPMC provides hands-on
management of clinical care and specialty services, leveraging the clinical and managerial expertise
honed in Pittsburgh. Major areas of focus include cancer clinics, emergency medicine, hospital
management, and transplantation.
UPMC’s Istituto Mediterraneo per i Trapianti e Terapie di Alta Specializzazione (ISMETT) in
Sicily is now one of the leading organ transplant centers in Italy and the Mediterranean.
Industry Visit – UPMC - Assignment#1 Page |9
10. UPMC is operating cancer centers
in Waterford and Dublin,
Ireland, to deliver high-quality
radiotherapy services. Royal
Berkshire NHS Foundation Trust in
the United Kingdom has also
signed an agreement with
UPMC to create additional cancer
centers.
UPMC Beacon Hospital, an
independent, full-service hospital in
Dublin, is owned and operated by
UPMC.
Qatar emergency medicine benefits from an agreement for UPMC to provide training and
technical services to three hospitals in Qatar. UPMC’s Emergency Medicine Program is
considered one of the top four in the United States.
UPMC will manage a newly created hospital and cancer center in Cyprus.
4.2 Infrastructure Consultation
As a leader in applying information technology to improve the quality and efficiency of health care, UPMC
brings that expertise to the development of innovative IT products and services for customers worldwide.
The Newcastle upon Tyne Hospitals and Royal Berkshire NHS Foundation Trust have
engaged UPMC to design and implement comprehensive electronic medical records systems.
dbMotion is a provider of Web-based technology that seamlessly integrates patient records from
across disparate information systems, providing a single and meaningful record to
clinicians. UPMC is partnering with dbMotion to implement and refine this technology.
Prodigo Solutions provides health care-focused supply-chain management solutions. Powered
by technology licensed from Vinimaya, this e-procurement solution enhances contract
compliance, automates the requisition process, and through a user-friendly online shopping portal
helps drive end-user compliance.
4.3 Translational Sciences
UPMC is leading the way in speeding
scientific research from the laboratory
bench to the
bedside — and to the health care
marketplace. These efforts promote
advances in patient care, while
boosting local economies through the
development of new biotechnology
companies.
Based on its success at
ISMETT, UPMC has been
chosen to develop and co-
manage aBiomedical
Research and Biotechnology
Center (BRBC) in Sicily. Until
the BRBC opens in 2013,
postdoctoral scientists are
Industry Visit – UPMC - Assignment#1 P a g e | 10
11. training in University of Pittsburgh laboratories through a fellowship program sponsored by
the Ricerca Mediterranea Foundation (Ri.Med).
A state-of-the-art cell factory in Palermo, Italy, is one of the country’s most innovative research
projects. It processes, stores, and distributes human cells to be used for regenerating damaged
organs at transplantation centers throughout Europe.
4.4 Strategic/Commercial Product Development Partnerships
UPMC is actively forging long-term partnerships with technology and health care industry leaders. UPMC
acts as a hands-on equity partner, using its $8 billion integrated global health enterprise to develop and
evaluate products and services designed to improve health care delivery.
Alcatel-Lucent, Cerner, General Electric, and IBM have created joint development funds with
UPMC to develop technologies and build businesses that will improve the quality of health care
and reduce its costs. The strategic partnerships that UPMC has established collectively provide
$150 million to develop solutions to challenging problems facing health care today. These unique
joint development funds are part of UPMC’s large-scale effort to commercialize leading-edge
technologies and ideas that will bring real change to health care throughout the world.
Omnyx, a new company jointly owned by GE and UPMC, will develop and market digital
pathology solutions. This technology will transform diagnostic processes that traditionally have
relied on outdated manual methodologies.
TheraDoc software provides real-time information and reporting of infection factors to help
clinical staff and infection control specialists better assess infection risks and support infection
reduction initiatives.
ImPACT software, developed by doctors at the UPMC Sports Medicine Concussion Program for
rapid concussion injury assessment, is now used by more than 2,000 schools, universities,
professional sports programs, and sports medicine centers.
D3 Radiation Planning is a leader in rapidly implementing and supporting intensity-modulated
radiation therapy (IMRT). Since 2001, D3’s expert physicists and physicians have assisted more
than 80 clinics nationally with advanced radiotherapy and supported the treatment of more than
7,500 patients.
Via Oncology, created by UPMC, uses Web-based technology to provide physicians with
evidence-based treatment "pathways" for any given state and stage of cancer, thereby reducing
variability and improving outcomes for patients.
4.5 National Security and Public Health
Protecting western Pennsylvania and the nation from threats to public health is a critical part of UPMC’s
mission.
• The Center for Biosecurity of UPMC provides independent, critical research and analysis to
inform decision makers in government, national security, bioscience, medicine, public health, and
private industry.
• 21st Century Biodefense (21CB) is UPMC's proposed model to create a flexible, multi-product
vaccine development and production facility aimed at protecting the nation from bioterrorism and
infectious disease pandemics.
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12. 5 International Locations
With nearly 5,000 affiliated physicians, 20 hospitals, and a myriad of community-based facilities and
outpatient programs serving 29 counties in western Pennsylvania, UPMC is the leading provider of health
care services in the region and one of the most recognized medical centers in the United States. UPMC’s
rehabilitation network includes more than 50 hospitals and outpatient facilities; imaging services are
available in more than 30 locations, and UPMC Cancer Centers offers more than 40 locations throughout
the region.
Spanning the globe and continuing to grow, UPMC is creating an international medical, research, and
academic network providing patients around the globe access to world-class health care closer to home.
International locations include:
5.1 Cyprus
• UPMC formed a joint venture with
a local partner to develop a
specialty hospital in Neapolis Park
that will include transplantation,
orthopedics, neurosurgery,
cardiothoracic surgery, and
cosmetic surgery.
• The existing Iasis 30-bed hospital
will be converted to a
comprehensive cancer center.
Outpatient services will include
programs such as physician
clinics, ambulatory surgery, and
emergency services. (Paphos,
Cyprus )
5.2 Ireland
Two cancer centers opened in Ireland in
2007
• UPMC Whitfield Cancer Centre,
Waterford
• UPMC Beacon Cancer Centre, Dublin
Advanced cancer treatments that are firsts
in Europe: Telemedicine network brings
UPMC Cancer Center expertise,
technology, and the most advanced
cancer treatments available today to
patients with limited access to these
services, including:
• Intensity-modulated radiation therapy
(IMRT)
• Four-dimensional computed
tomography (4DCT)
• Stereotactic radiosurgery (SRS)
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13. UPMC Beacon Hospital
In February 2008, UPMC expanded its
partnership with Beacon Medical Group
beyond the radiation oncology center at
UPMC Beacon Hospital to include
management responsibility for the operation
of the entire facility.
• Hospital capacity: 183 beds
• Services offered include:
o Cardiology
o Dermatology
o Neurology
o Orthopedics
• UPMC oversees the day-to-day
operations, staffing and clinical
programs
5.3 Italy
Mediterranean Institute for Transplantation and
Highly Specialized Therapies (ISMETT)
• Managed and operated by UPMC since
1996
• Four operating rooms, 70 inpatient beds
• Creation of a “medical highway” –
exchanging physicians, nurses, and
technicians between ISMETT in Palermo
and the Thomas E. Starzl Transplantation
Institute in Pittsburgh.
•
Leading organ transplant center in Europe
• More than 850 transplants performed
• Number one in Italy for patient survival one
year after liver transplantation
5.4 Qatar
Providing world-class emergency care to the
citizens of Qatar
• In June 2006, UPMC entered into a four-year
partnership with Hamad Medical Corporation
(HMC).
• HMC hospitals provide emergency medical
care to more than 700,000 people annually.
• UPMC physicians, nurses, surgeons and
paramedics provide education, on-the-job
training, and clinical service.
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14. Trauma Service launched at Hamad General Hospital (HGH)
• One of the busiest trauma centers in the world, admitting 3,500 trauma patients annually
• Trauma registry created to track and improve patient outcomes
• Plans to become the region’s first Level 1 Trauma Center
5.5 United Kingdom
Newcastle upon Tyne Hospitals - UPMC to install and adapt
electronic health record applications at three Newcastle
hospitals
• Applications include inpatient order entry, patient
administration, pharmacy management, accident and
emergency services, and operating room systems.
• UPMC and Newcastle Hospitals have also formed a joint
venture to provide information technology services to other
U.K. hospital trusts.
6 Human Resource Global Assignment
UPMC shared about its requirement of resources globally. It also shared the challenges associated with
such assignment in terms of availability of talent, willingness to relocate, remuneration, cost to company
etc.
Based on these constraints, it has categorized the assignment in the following broad categories.
• Long-term assignees (expatriates)
- one year and involves relocation
• Short-term assignees
- 3 months to one year
• Rotational
- commuting to another country for short durations
• Extended business travelers
- frequent international trips but do not relocate
• Local Nationals
- Employees hired locally
******************end of report ***********************
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