The IEI contribution to a supplement in the Canadian Medical Association Journal that highlighted the Strategic Clinical Networks and the innovation ecosystem within AHS. Citation:
Ambler, K. A., Leduc, M. A., & Wickson, P. (2019). Innovating to achieve service excellence in Alberta Health Services. CMAJ, 191(Suppl), S52-S53.
Webinar: Transforming Operational Throughput – The Journey Toward Value-Based...Huron Consulting Group
At the 2014 Children’s Hospital Association Annual Leadership Conference, Huron Healthcare and Texas Children’s Hospital (TCH) presented an educational session on the journey toward value-based care.
In the presentation, Huron Healthcare managing director, Larry Burnett, TCH Senior Vice President, Tabitha Rice, and TCH Assistant Vice President of nursing, Jackie Ward, shared valuable insights from their work together at TCH. Focusing on insights and results from TCH’s engagement with Huron Healthcare, the presentation includes:
• Opportunities and results at TCH in areas including care management, care progression, patient placement, and care variation.
• Keys to driving results, successful change, and integrated care delivery
• Steps for a sustainable approach
Achieving Asset Optimization: A Strategic Approach To Aligning Assets With Mi...Huron Consulting Group
Huron Healthcare managing director Curt Whelan and Advisory Council member Jamie Orlikoff present new tools, processes, frameworks, and data points to enable healthcare executives to strategically align their assets to their mission and market needs. This resource, from the 2014 ACHE Congress on Healthcare Leadership, utilizes recent statistics and the presenters’ years of experience to advise on how to implement a strategic framework shift, leverage board support, and avoid asset rationalization in favor of asset optimization.
Delivering on the Vision: Keys to Achieving Breakthrough Operational Performa...Huron Consulting Group
In this presentation, Daniel May, Huron Healthcare managing director, and Mark Mullarkey, Texas Children’s Hospital Senior Vice President, share: insights into tracking the initiative’s progress, strategies for engaging physicians, and real-world lessons learned from the initiative.
Webinar: Transforming Operational Throughput – The Journey Toward Value-Based...Huron Consulting Group
At the 2014 Children’s Hospital Association Annual Leadership Conference, Huron Healthcare and Texas Children’s Hospital (TCH) presented an educational session on the journey toward value-based care.
In the presentation, Huron Healthcare managing director, Larry Burnett, TCH Senior Vice President, Tabitha Rice, and TCH Assistant Vice President of nursing, Jackie Ward, shared valuable insights from their work together at TCH. Focusing on insights and results from TCH’s engagement with Huron Healthcare, the presentation includes:
• Opportunities and results at TCH in areas including care management, care progression, patient placement, and care variation.
• Keys to driving results, successful change, and integrated care delivery
• Steps for a sustainable approach
Achieving Asset Optimization: A Strategic Approach To Aligning Assets With Mi...Huron Consulting Group
Huron Healthcare managing director Curt Whelan and Advisory Council member Jamie Orlikoff present new tools, processes, frameworks, and data points to enable healthcare executives to strategically align their assets to their mission and market needs. This resource, from the 2014 ACHE Congress on Healthcare Leadership, utilizes recent statistics and the presenters’ years of experience to advise on how to implement a strategic framework shift, leverage board support, and avoid asset rationalization in favor of asset optimization.
Delivering on the Vision: Keys to Achieving Breakthrough Operational Performa...Huron Consulting Group
In this presentation, Daniel May, Huron Healthcare managing director, and Mark Mullarkey, Texas Children’s Hospital Senior Vice President, share: insights into tracking the initiative’s progress, strategies for engaging physicians, and real-world lessons learned from the initiative.
This presentation by the Bureau of Health Information to the Royal Australasian College of Physicians looks at using clinical outcome data to improve patient care.
It examines:
Why measure and report on performance?
- Accountability and quality improvement
What is performance really?
- It is not a measure of what the system is, it is a measure of how well the system does
Whose performance is it anyway?
- Attributing results to providers, units or sectors requires a careful assessment
The University of Kansas, in an effort to find efficiencies and free up money to invest in academic programs, is undertaking 11 different change initiatives simultaneously. See a summary.
This is a legacy publication from the NHS Institute for Innovation and Improvement. It outlines a framework of five models for thinking about making change happen, based on the work of McKinsey and Co
WEBINAR: Performance Improvement for Children’s Hospitals – Key Steps in Deve...Huron Consulting Group
In a recent webinar hosted by the Children’s Hospital Association, Huron leaders describe strategies that enable children's hospitals to thrive in the new healthcare environment.
The external healthcare environment is changing rapidly and providers are under increasing pressure to innovate with increasing speed and efficiency.
Be it experimenting with new care delivery models to improve care coordination, redesigning workflows to enhance efficiency, or developing new products that improve clinical outcomes, hospitals and their service lines are looking for effective ways to harness the creative power of physicians and employees to solve problems that matter. However, few organizations innovate in an orderly, reliable way.
Great ideas remain captive in the heads of physicians and employees and one-off attempts to spur innovation through “hack-a-thons” and “pitch days” prove disappointing. As an academic medical center and a world leader in orthopedics, Hospital for Special Surgery has a long history of results-oriented innovation.
In this webinar, we will share:
– HSS’ systematic approach for driving innovation
– strategies for generating new insights and developing novel solutions
– processes for piloting and testing new ideas
– guiding principles for creating a culture of innovation
– advice on how to build your very own innovation infrastructure
About the Speaker:
Mark Angelo is Vice President, Innovation & Business Development for Hospital for Special Surgery. Mark joined HSS in 2009 and has held various senior management positions at the Hospital across operations, strategy and business development. As Vice President, Innovation & Business Development, Mark is responsible for advancing hospital strategic priorities related to quality and efficiency, innovation, growth and diversification. One of his key responsibilities includes leading the Operational Excellence program, a hospital-wide initiative that leverages industrial engineering principles to maximize quality and efficiency. Mark also leads the HSS Innovation Center whose mission is to support the development and commercialization of early-stage technologies and solutions.
Prior to joining HSS, Mark worked as a management consultant for Monitor Group where he specialized in operations strategy and organizational design. Mark holds a Bachelor of Applied Science in Biomedical Engineering from the University of Toronto and a Master of Business Administration from Harvard Business School.
SCALING UP PRIMARY CARE TO IMPROVE HEALTH IN LOW AND MIDDLE INCOME COUNTRIES- ICSF & University of Toronto
Listed Programs are using technology to connect patients (especially those in rural areas) with physicians located elsewhere. World Health Partners connects patients at their franchised providers in rural India with doctors at the Central Medical Facility in larger cities like Delhi and Patna using a video link supported by mobile phone, computer and Internet technology, and remote diagnostic tools designed by Neurosynaptic. Health hotlines are also being
used to connect patients and providers efficiently and affordably, facilitating teletriage, where hotline doctors can let patients know if further investigation is needed and connect them with a static clinic, local labs and pharmacies, if necessary. Mediphone is a health
hotline in India that allows clients to speak to doctors from a private hospital chain who can provide health information and prescriptions via SMS or email.
7 Features of Highly Effective Outcomes Improvement ProjectsHealth Catalyst
There’s a formula for success when putting together outcomes improvement projects and organizing the teams that make them prosper. Too often, critically strategic projects launch without the proper planning, structure, and people in place to ensure viability and long-term sustainability. They never achieve the critical mass required to realize substantial improvements, or they do, but then the project fades away and the former state returns. The formula for enduring success follows seven simple steps:
Take an Accountability Versus Outcomes Focus
Define Your Goal and Aim Statements Early and Stick to Them
Assign an Owner of the Analytics (Report or Application) Up Front
Get End Users Involved In the Process
Design to Make Doing the Right Thing Easy
Don’t Underestimate the Power of 1:1 Training
Get the Champion Involved
University of Utah Health Exceptional Value Annual Report 2014University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
Quality improvement is integral to the practice of medicine. Sometimes, QI strays over into clinical research. This presentation provides an overview of the intersection between QI and research
University of Utah Health Exceptional Value Annual Report 2015University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
Nsg Pay 4 Performance:Ethical Challenges and OpportunitiesiCareQuality.us
This slide share is a brief overview of Nursing Pay for Performance, Ethical Issues and Opportunities to consider in the current landscape of healthcare in US
Leading Adaptive Change to Create Value in HealthcareHealth Catalyst
In pursuit of the Triple Aim, healthcare leaders work hard to improve care, reduce costs, and improve the patient experience. But accomplishing these goals requires an engaged staff that makes progress, day in and day out. Adaptive Leadership (AL) principles help leaders understand human behavior to mobilize change and overcome work avoidance, which happens when staff operate above or below the productive zone of tension.
By understanding what adaptive work actually is (and that adaptive problems can’t be solved with technical fixes), and why work avoidance happens (because people are overwhelmed; the heat is too high), leaders can keep their teams engaged by using influence and leadership—not authority—to “lower the heat” on their people:
Validate the difficulty of the situation.
Simplify/clarify the work.
Provide additional resources (time, training, etc.)
Dr. Ulstad has worked with healthcare leaders and teams for the last 20 years to help them understand behaviors triggered by rapid, high-volume change, and apply AL principles to guide the changes critical to their organizations’ success.
Engaging Physicians to Be Good Financial StewardsHealth Catalyst
This article, first published by in July 2016 by hfma, outlines how hospitals can get physicians to understand the financial impact of their clinical decisions and become actively engaged in improving the value of care. Texas Children’s Hospital was successful through recognizing the need for cultural transformation and ensuring quality came first. The organization engaged clinicians with financial data, including educating them on key financial principles, linking quality improvement training with financial accountability, and accompanying financial choices with clinical choices.
This presentation by the Bureau of Health Information to the Royal Australasian College of Physicians looks at using clinical outcome data to improve patient care.
It examines:
Why measure and report on performance?
- Accountability and quality improvement
What is performance really?
- It is not a measure of what the system is, it is a measure of how well the system does
Whose performance is it anyway?
- Attributing results to providers, units or sectors requires a careful assessment
The University of Kansas, in an effort to find efficiencies and free up money to invest in academic programs, is undertaking 11 different change initiatives simultaneously. See a summary.
This is a legacy publication from the NHS Institute for Innovation and Improvement. It outlines a framework of five models for thinking about making change happen, based on the work of McKinsey and Co
WEBINAR: Performance Improvement for Children’s Hospitals – Key Steps in Deve...Huron Consulting Group
In a recent webinar hosted by the Children’s Hospital Association, Huron leaders describe strategies that enable children's hospitals to thrive in the new healthcare environment.
The external healthcare environment is changing rapidly and providers are under increasing pressure to innovate with increasing speed and efficiency.
Be it experimenting with new care delivery models to improve care coordination, redesigning workflows to enhance efficiency, or developing new products that improve clinical outcomes, hospitals and their service lines are looking for effective ways to harness the creative power of physicians and employees to solve problems that matter. However, few organizations innovate in an orderly, reliable way.
Great ideas remain captive in the heads of physicians and employees and one-off attempts to spur innovation through “hack-a-thons” and “pitch days” prove disappointing. As an academic medical center and a world leader in orthopedics, Hospital for Special Surgery has a long history of results-oriented innovation.
In this webinar, we will share:
– HSS’ systematic approach for driving innovation
– strategies for generating new insights and developing novel solutions
– processes for piloting and testing new ideas
– guiding principles for creating a culture of innovation
– advice on how to build your very own innovation infrastructure
About the Speaker:
Mark Angelo is Vice President, Innovation & Business Development for Hospital for Special Surgery. Mark joined HSS in 2009 and has held various senior management positions at the Hospital across operations, strategy and business development. As Vice President, Innovation & Business Development, Mark is responsible for advancing hospital strategic priorities related to quality and efficiency, innovation, growth and diversification. One of his key responsibilities includes leading the Operational Excellence program, a hospital-wide initiative that leverages industrial engineering principles to maximize quality and efficiency. Mark also leads the HSS Innovation Center whose mission is to support the development and commercialization of early-stage technologies and solutions.
Prior to joining HSS, Mark worked as a management consultant for Monitor Group where he specialized in operations strategy and organizational design. Mark holds a Bachelor of Applied Science in Biomedical Engineering from the University of Toronto and a Master of Business Administration from Harvard Business School.
SCALING UP PRIMARY CARE TO IMPROVE HEALTH IN LOW AND MIDDLE INCOME COUNTRIES- ICSF & University of Toronto
Listed Programs are using technology to connect patients (especially those in rural areas) with physicians located elsewhere. World Health Partners connects patients at their franchised providers in rural India with doctors at the Central Medical Facility in larger cities like Delhi and Patna using a video link supported by mobile phone, computer and Internet technology, and remote diagnostic tools designed by Neurosynaptic. Health hotlines are also being
used to connect patients and providers efficiently and affordably, facilitating teletriage, where hotline doctors can let patients know if further investigation is needed and connect them with a static clinic, local labs and pharmacies, if necessary. Mediphone is a health
hotline in India that allows clients to speak to doctors from a private hospital chain who can provide health information and prescriptions via SMS or email.
7 Features of Highly Effective Outcomes Improvement ProjectsHealth Catalyst
There’s a formula for success when putting together outcomes improvement projects and organizing the teams that make them prosper. Too often, critically strategic projects launch without the proper planning, structure, and people in place to ensure viability and long-term sustainability. They never achieve the critical mass required to realize substantial improvements, or they do, but then the project fades away and the former state returns. The formula for enduring success follows seven simple steps:
Take an Accountability Versus Outcomes Focus
Define Your Goal and Aim Statements Early and Stick to Them
Assign an Owner of the Analytics (Report or Application) Up Front
Get End Users Involved In the Process
Design to Make Doing the Right Thing Easy
Don’t Underestimate the Power of 1:1 Training
Get the Champion Involved
University of Utah Health Exceptional Value Annual Report 2014University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
Quality improvement is integral to the practice of medicine. Sometimes, QI strays over into clinical research. This presentation provides an overview of the intersection between QI and research
University of Utah Health Exceptional Value Annual Report 2015University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
Nsg Pay 4 Performance:Ethical Challenges and OpportunitiesiCareQuality.us
This slide share is a brief overview of Nursing Pay for Performance, Ethical Issues and Opportunities to consider in the current landscape of healthcare in US
Leading Adaptive Change to Create Value in HealthcareHealth Catalyst
In pursuit of the Triple Aim, healthcare leaders work hard to improve care, reduce costs, and improve the patient experience. But accomplishing these goals requires an engaged staff that makes progress, day in and day out. Adaptive Leadership (AL) principles help leaders understand human behavior to mobilize change and overcome work avoidance, which happens when staff operate above or below the productive zone of tension.
By understanding what adaptive work actually is (and that adaptive problems can’t be solved with technical fixes), and why work avoidance happens (because people are overwhelmed; the heat is too high), leaders can keep their teams engaged by using influence and leadership—not authority—to “lower the heat” on their people:
Validate the difficulty of the situation.
Simplify/clarify the work.
Provide additional resources (time, training, etc.)
Dr. Ulstad has worked with healthcare leaders and teams for the last 20 years to help them understand behaviors triggered by rapid, high-volume change, and apply AL principles to guide the changes critical to their organizations’ success.
Engaging Physicians to Be Good Financial StewardsHealth Catalyst
This article, first published by in July 2016 by hfma, outlines how hospitals can get physicians to understand the financial impact of their clinical decisions and become actively engaged in improving the value of care. Texas Children’s Hospital was successful through recognizing the need for cultural transformation and ensuring quality came first. The organization engaged clinicians with financial data, including educating them on key financial principles, linking quality improvement training with financial accountability, and accompanying financial choices with clinical choices.
Business Strategies in Healthcare (1).pdfTEWMAGAZINE
The healthcare industry is a vast and complex ecosystem that provides medical services, manufactures medical equipment and pharmaceuticals, and develops healthcare technology. Given its critical role in society, the strategies businesses employ within this sector are very important.
These strategies determine the success of individual companies and impact the overall quality, accessibility, and affordability of healthcare. This article explores key business strategies in healthcare, focusing on innovation, patient-centric care, strategic partnerships, and technology integration.
NHS Improving Quality was invited to take part in a recently held event that celebrated the work that is being done in partnership between the Pennine Acute Hospitals NHS Trust and AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP).
Gillian Phazey, Learning and Organisational Development Manager at Pennine Acute Hospitals NHS Trust explains:
'The Learning and Organisational Development and Governance teams at the Pennine Acute Hospitals NHS Trust have been working collaboratively with AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP) to support staff in developing knowledge and skills in this topic. The programme has been specifically designed to support colleagues wanting to gain an introduction to the fundamentals and concepts of quality improvement. So far, two cohorts of staff, from clinical and non-clinical areas of the Trust have completed the programme, and have completed quality improvement projects in their own work area to apply their knowledge. On 17th July a celebration event was held for cohort 2 where staff presented their work in poster or presentation form, the aim of which is to share and spread learning across the Trust. Projects were wide ranging, from introducing new processes to reduce complaints and drug errors, to improving patient experience by implementing new tools and techniques. The day was a great success with the Chief Executive and Chief Nurse in attendance. The Trust is highly supportive of this approach in equipping staff with these important techniques, and the programme supports not only our internal quality agenda and objectives, but more widely responds to the recommendations of the Berwick report. The next cohort is starting in September this year.'
Fiona Thow, Patient Safety Collaborative Delivery Lead at NHS Improving Quality delivered a keynote speech, (link to presentation slides) providing a national perspective on the plans for improving patient safety and took the opportunity to introduce the national safety collaboratives. She also highlighted the need for organisations and individuals to think differently about safety for both patients and staff.
Asian Hospital & Healthcare Management, the leading magazine in the healthcare industry empowers people providing the latest healthcare related issues, articles. Our latest issue provides the required information helpful to build healthier tomorrow. Check our Digital Magazine: https://goo.gl/4KfGjt
Healthcare transition in GCC: Current Painful Realities & Proposed Strategic ...STELIOS PIGADIOTIS
Goals of research effort
1. Hands on analysis of GCC and specifically UAE healthcare market.
2. Proposed 2016 strategies for CEOs in GCC healthcare ecosystem
Prix Galien International 2024 Forum ProgramLevi Shapiro
June 20, 2024, Prix Galien International and Jerusalem Ethics Forum in ROME. Detailed agenda including panels:
- ADVANCES IN CARDIOLOGY: A NEW PARADIGM IS COMING
- WOMEN’S HEALTH: FERTILITY PRESERVATION
- WHAT’S NEW IN THE TREATMENT OF INFECTIOUS,
ONCOLOGICAL AND INFLAMMATORY SKIN DISEASES?
- ARTIFICIAL INTELLIGENCE AND ETHICS
- GENE THERAPY
- BEYOND BORDERS: GLOBAL INITIATIVES FOR DEMOCRATIZING LIFE SCIENCE TECHNOLOGIES AND PROMOTING ACCESS TO HEALTHCARE
- ETHICAL CHALLENGES IN LIFE SCIENCES
- Prix Galien International Awards Ceremony
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
ASA GUIDELINE
NYSORA Guideline
2 Case Reports of Gastric Ultrasound
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
2. COMMENTARY
CMAJ | VOLUME 191 | SUPPLEMENT 1 S53
A standard process was also required to give innovators and
their sponsors more clarity on how to produce evidence of value,
anticipate the needs of future decision-makers when seeking to
scale ideas, and to mitigate common business and clinical risks
that innovators face in health care.5
Input from the SCNs helped
the team to design and deploy the Innovation-to-Action Lifecycle
(Appendix 1, available at www.cmaj.ca/lookup/suppl/doi:10.1503/
cmaj.190598/-/DC1). Incorporating concepts and suggestions6
from Canadian leaders, such as MaRS EXCITE, Ontario’s Office of
the Chief Health Innovation Strategist and Innovation Boulevard,
the lifecycle provides a consistent and transparent means to
assess innovations that are proposed to AHS (“pushed innova-
tion”) and to enable AHS to seek innovative solutions (“innovation
pull”). This ensures that factors critical for success7,8
are addressed
in a stepwise fashion. A match is made between priority problems
in the health system and innovative solutions, committed spon-
sors who accept accountability are engaged, and then evidence
generation and assessment proceeds to inform decisions and set
the stage to facilitate adoption as appropriate.
The Innovation-to-Action Lifecycle enables both reactive and
proactive tactics to innovation procurement.9
In the most pas-
sive approach, pushed innovations submitted to the Innovation,
Evidence and Impact Team are forwarded to internal stakeholders
for vetting. Since its launch in early 2018, 81 innovations have been
processed through the lifecycle. Interest was expressed in about
4% of submissions. In most cases, stakeholders found that pro-
posed innovations did not address a problem in the health system,
or the problem did not have sufficient priority to merit the work
required to explore the possibility of uptake. Overall, however, the
lifecycle has provided a standardized, high-capacity means for AHS
to consider pushed innovation, while increasing the speed and
consistency of decision-making and providing important feedback
to innovators about the rationale behind decisions.
To pull innovation into the health system, the Innovation,
Evidence and Impact Team has developed targeted methods to
apply the lifecycle. Events such as reverse trade shows,10
discov-
ery days and early market-engagement sessions provide an
opportunity to convene industry and health system stakehold-
ers, communicate narrowly scoped priorities and showcase
related innovations. These catalytic activities have proven fruit-
ful, leading to follow-on work such as real-world evidence trials,
data-access agreements and, in 1 instance, adoption of an inno-
vation by the Alberta Aids to Daily Living program. Although
resource intensive, these directed approaches offer the most
promise for finding or co-designing innovative solutions,
because they are characterized by a high degree of commitment
from all vested executive sponsors and stakeholders, alignment
with the SCNs’ Transformational Roadmaps and current activ
ities, engagement from innovators and industry partners, and
eligibility for innovation-specific funding opportunities.
Realizing the value of innovation requires a way to find and
test emerging solutions efficiently and effectively and add to or
replace current practices with the best of these solutions.
Although the strategic investments, changes and infrastructure
put in place through the SCNs and the Innovation, Evidence and
Impact Team have increased organizational competency and
capacity, there is still work to do to. Future efforts will focus on
increasing throughput of the Innovation-to-Action Lifecycle,
enhancing the nimbleness and agility with which innovations are
processed, and advancing the adoption rate of pushed and pulled
innovation. As a learning health care organization, AHS is commit-
ted to building its capabilities to discover, adopt and scale inno-
vative solutions to achieve its vision of “Healthy Albertans.
Healthy Communities. Together.”
References
1. Haughom J. Innovation in healthcare: why it’s needed and where it’s going.
Salt Lake City (UT): Health Catalyst; 2014. Available: www.healthcatalyst.com/
innovation-in-healthcare-why-needed-where-going (accessed 2019 Sept. 23).
2. Côté-Boileau É, Denis JL, Callery B, et al. The unpredictable journeys of
spreading, sustaining and scaling healthcare innovations: a scoping review.
Health Res Policy Syst 2019;17:84.
3. Yiu V, Belanger F, Todd K. Alberta’s Strategic Clinical Networks: Enabling health
system innovation and improvement. CMAJ 2019;191(Suppl 1):S1-3.
4. AHS Strategy for clinical health research, innovation and analytics, 2015–2020.
Edmonton: Alberta Health Services. Available: www.albertahealthservices.ca/
assets/info/res/if-res-strat-doc.pdf (accessed 2019 July 9).
5. Lennon MR, Bouamrane MM, Devlin AM, et al. Readiness for delivering digital
health at scale: lessons from a longitudinal qualitative evaluation of a national
digital health innovation program in the United Kingdom. J Med Internet Res
2017;19:e42.
6. CMA Health Summit 2018: summary report. Ottawa: Canadian Medical Association;
2019. Available: https://cmahealthsummit.ca/app/uploads/2019/02/HS-Board
-Report_Final.pdf (accessed 2019 Sept. 23).
7. Greenhalgh T, Wherton J, Papoutsi C, et al. Beyond adoption: a new framework
for theorizing and evaluating nonadoption, abandonment, and challenges to
the scale-up, spread, and sustainability of health and care technologies. J Med
Internet Res 2017;19:e367.
8. Nolte E. How do we ensure that innovation in health service delivery and organiza-
tion is implemented, sustained and spread? Geneva: World Health Organization;
2018. Available: www.euro.who.int/__data/assets/pdf_file/0004/380731/pb-tallinn
-03-eng.pdf?ua=1 (accessed 2019 Sept. 23).
9. BPS primer on innovation procurement interim. Toronto: Supply Chain
Ontario; 2014. Available: www.doingbusiness.mgs.gov.on.ca/mbs/psb/psb
.nsf/0/df7388300f40aec68525814d004a00bf/$FILE/BPS_Primer_on_Innovation
_Procurement_Interim.pdf (accessed 2019 Sept. 23).
10. Partnering for health system innovation in Alberta: summary report from SCN/
MEDEC Engagement — final report. Edmonton: Institute of Health Economics; 2015.
Available: www.ihe.ca/publications/partnering-for-health-system-innovation
-in-alberta-summary-report-from-scn-medec-engagement-ndash-final-report
(accessed 2019 Sept. 23).
Competing interests: Kathryn Ambler, Marc Leduc and Patty Wickson
are employees of Alberta Health Services. No other competing inter-
ests were declared.
This article has been peer reviewed.
Affiliations: Innovation, Evidence & Impact Team (Ambler, Wickson),
and Health Evidence and Innovation (Leduc), Alberta Health Ser-
vices, Edmonton, Alta.
Contributors: All of the authors made substantial contributions to
the conception, design and implementation of the work. Kathryn
Ambler wrote the first draft of the manuscript, and Marc Leduc and
Patty Wickson reviewed and revised it in collaboration with Kathryn
Ambler. All of the authors gave final approval of the version to be
published and agreed to be accountable for the work described.
Acknowledgements: The authors thank Allison Strilchuk (scientific
writer with the Pan-SCN team) for providing thoughtful feedback and
revisions on this manuscript.
Correspondence to: Marc Leduc, marc.leduc@ahs.ca