• Performance management overview and relevance to public health
• Turning Point Performance Management System Framework overview
• Turning Point Performance Management System Framework 2012 refresh
• Tools to help your organization assess performance management capacity
• Performance management resources
Disaster managment can save many lives.This presentation enumerates all steps required for Damage-control.It also stresses upon the importance of Primordial mode of prevention.
If you like this presentation and want to make for yourself,Please do contact me at rohit.bhansalis@gmail.com
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.
Improving the Health Outcomes of Both Patients AND PopulationsCHC Connecticut
NCA Clinical Workforce Development, Team-Based Care 2019 Webinar Series
Webinar broadcast on: May 23, 2019 | 2 p.m. EST
In this webinar experts will share their journey in planning, preparing and launching a population health initiative. With the goals of impacting population health outcomes while ensuring cost effectiveness, our experts designed interventions to eliminate gaps in care, particularly among special populations.
Public Health Agencies have been primed by the CDC to Strengthen Public Health Infrastructure for Improved Health Outcomes by becoming Enterprise Performance Management focused organizations.
The question many Public Health Officials are asking:“So...how do we do it?”
Disaster managment can save many lives.This presentation enumerates all steps required for Damage-control.It also stresses upon the importance of Primordial mode of prevention.
If you like this presentation and want to make for yourself,Please do contact me at rohit.bhansalis@gmail.com
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.
Improving the Health Outcomes of Both Patients AND PopulationsCHC Connecticut
NCA Clinical Workforce Development, Team-Based Care 2019 Webinar Series
Webinar broadcast on: May 23, 2019 | 2 p.m. EST
In this webinar experts will share their journey in planning, preparing and launching a population health initiative. With the goals of impacting population health outcomes while ensuring cost effectiveness, our experts designed interventions to eliminate gaps in care, particularly among special populations.
Public Health Agencies have been primed by the CDC to Strengthen Public Health Infrastructure for Improved Health Outcomes by becoming Enterprise Performance Management focused organizations.
The question many Public Health Officials are asking:“So...how do we do it?”
This is a summary of all of the QI projects reported by KDHE staff in 2019. For questions about projects, please contact the team leader or other team members listed for the project.
Anbrasi Edward, PhD, MPH, MBA, MSc, Associate Scientist, Johns Hopkins University Bloomberg School of Public Health and Jennifer Winestock Luna, MPH, Director of M&E Services for Realizing Global Health describe Program Evaluation Models and use a case study of a program in Yemen to lead participants through an example of monitoring and evaluation practices.
Sustainability and Health Systems Strengthening: What Have We Learned?MEASURE Evaluation
Presented by Xavier Alterescu as part of the Brown Bag Series given at USAID on MEASURE Evaluation's contribution to the Global Health Initiative Principles
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.
NICE Guidance implementation pro forma (nov 14)NEQOS
A Guidance implementation pro-forma to support organisations plan and scope their Guidance implementation*
* Disclaimer: This document was developed specifically for a workshop and is not a resource formally endorsed by NICE.
This is a summary of all of the QI projects reported by KDHE staff in 2019. For questions about projects, please contact the team leader or other team members listed for the project.
Anbrasi Edward, PhD, MPH, MBA, MSc, Associate Scientist, Johns Hopkins University Bloomberg School of Public Health and Jennifer Winestock Luna, MPH, Director of M&E Services for Realizing Global Health describe Program Evaluation Models and use a case study of a program in Yemen to lead participants through an example of monitoring and evaluation practices.
Sustainability and Health Systems Strengthening: What Have We Learned?MEASURE Evaluation
Presented by Xavier Alterescu as part of the Brown Bag Series given at USAID on MEASURE Evaluation's contribution to the Global Health Initiative Principles
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.
NICE Guidance implementation pro forma (nov 14)NEQOS
A Guidance implementation pro-forma to support organisations plan and scope their Guidance implementation*
* Disclaimer: This document was developed specifically for a workshop and is not a resource formally endorsed by NICE.
We recently supported a leading management consulting firm revamp their employee engagement value proposition. We did this is less than 24 hours and the client loved the results!
This presentation was given by Julia Gray and Jack Moran from the Public Health Foundation at the 2011 NPHPSP Annual Training on Applying QI Techniques
Lessons from the US Perfromance Management System by Donald MoynihanOECD Governance
Presentation by Donald Moynihan at the 10th annual meeting of the Senior Budget Officials Performance and Results Network held on 24-25 November 2014. Find more information at http://www.oecd.org/gov/budgeting
Data Analysis and Quality Improvement Initiative Proposal .docxwhittemorelucilla
Data Analysis and Quality Improvement Initiative Proposal
Details
Attempt 1Evaluated
Attempt 2Evaluated
Attempt 3Available
Toggle Drawer
Overview
Prepare an 8–10-page data analysis and quality improvement initiative proposal based on a health issue of professional interest to you. The audience for your analysis and proposal is the nursing staff and the interprofessional team who will implement the initiative.
"A basic principle of quality measurement is: If you can't measure it, you can't improve it" (Agency for Healthcare Research and Quality, 2013).
Health care providers are on an endless quest to improve both care quality and patient safety. This unwavering commitment requires hospitals and care givers to increase their attention and adherence to treatment protocols to improve patient outcomes. Health informatics, along with new and improved technologies and procedures, are at the core of virtually all quality improvement initiatives. The data gathered by providers, along with process improvement models and recognized quality benchmarks, are all part of a collaborative, continuing effort. As such, it is essential that professional nurses are able to correctly interpret, and effectively communicate information revealed on dashboards that display critical care metrics.
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Questions to Consider
As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as part of your assessment.
Reflect on QI initiatives focused on measuring and improving patient outcomes with which you are familiar.
How important is the role of nurses in QI initiatives?
What quality improvement initiatives have made the biggest difference? Why?
When a QI initiative does not succeed as planned, what steps are taken to improve or revise the effort?
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Resources
Required Resources
MSN Program Journey
Please review this guide for your degree program. It can help you stay on track for your practicum experience, so you may wish to bookmark it for later reference.
MSN Program Journey
|
Transcript
.
Show More
Assessment Instructions
Preparation
In this assessment, you will propose a quality improvement (QI) initiative proposal based on a health issue of professional interest to you. The QI initiative proposal will be based on an analysis of dashboard metrics from a health care facility. You have one of two options:
Option 1
If you
have access
to dashboard metrics related to a QI initiative proposal of interest to you:
Analyze data from the health care facility to identify.
Delivering Precision Medicine: How Data Drives Individualized HealthcareHealth Catalyst
Delivering precision medicine requires healthcare to transition from a one-size-fits-all methodology to an individualized approach. This means healthcare professionals tailor treatment and prevention strategies according to each patient’s personal characteristics—their genomic makeup, environment, and lifestyle. To realize these precision care goals, researchers and clinicians must leverage vast and varied amounts of real-world data.
Data access and interoperability barriers have often impeded the precision medicine transformation. However, current healthcare industry trends increase opportunities for researchers and clinicians to more comprehensively understand medical conditions and the patients in their care. These insights establish the foundation for precision medicine and support actionable pathways towards more efficient development of targeted treatments.
Six Steps Towards Meaningful, Ongoing Healthcare Performance ImprovementHealth Catalyst
The long-term success of healthcare performance improvement relies on a sustainable infrastructure and strategic execution. Otherwise, improvement initiatives risk becoming one-off projects that don’t support ongoing advances in critical areas, such as critical areas, clinical outcomes, patient experience, and organizational cost.
Healthcare organizations can follow six steps for a sustainable, impactful performance improvement program:
1. Integrate performance improvement into strategic objectives.
2. Use analytics to unlock data and identify areas of opportunity.
3. Prioritize programs using a combination of analytics and an adoption system.
4. Define the performance improvement program’s permanent teams.
5. Use a best-practice system to define program outcomes and interventions.
6. Estimate the ROI.
Remove or Replace Header Is Not Doc TitleGuiding Questions.docxlillie234567
Remove or Replace: Header Is Not Doc Title
Guiding Questions
Quality Improvement Initiative Evaluation
This document is designed to give you questions to consider and additional guidance to help you successfully complete the Quality Improvement Initiative Evaluation assessment. You may find it useful to use this document as a prewriting exercise, an outlining tool, or a final check to ensure you have sufficiently addressed all the grading criteria for this assessment. This document is a resource to help you complete the assessment.
Do not turn in this document as your assessment submission.
Remember, you are analyzing a current QI initiative that is already in place. You are not creating a new QI initiative (Assessment 3).
Analyze a current quality improvement initiative in a health care setting.
· What prompted the implementation of the quality improvement initiative?
· What problems were not addressed?
· What problems arose from the initiative?
Evaluate the success of a current quality initiative through recognized benchmarks and outcome measures.
· What benchmarks or outcome measures were used to evaluate success? Consider requirements for national, state, or accreditation standards.
· What was most successful?
Incorporate interprofessional perspectives related to initiative functionality and outcomes.
· How does the interprofessional team contribute to the success of the QI initiative?
· What are the perspectives of interprofessional team members involved in the initiative?
· Who did you talk to? From what other professions? How did their input impact your analysis?
Recommend additional indicators and protocols to improve and expand outcomes of a current quality initiative.
· What process or protocol changes would you recommend?
· What added technologies would improve quality outcomes?
· What outcome measures are missing, or could be added?
Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards.
· Is your analysis logically structured?
· Is your analysis 5–7 double-spaced pages (not including title page and reference list)?
· Is your writing clear and free from errors?
· Does your analysis include both a title page and reference list?
· Did you use a minimum of four sources? Were they published within the last five years?
· Are they cited in current APA format throughout the analysis?
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1
Quality Improvement Initiative Evaluation
Student’s Name:
Course Name:
Course Number:
Instructor’s Name:
This study source was downloaded by 100000855641916 from CourseHero.com on 12-20-2022 05:43:38 GMT -06:00
https://www.coursehero.com/file/176043112/Revised-QIIE-1edited-2editeddocx/
https://www.coursehero.com/file/176043112/Revised-QIIE-1edited-2editeddocx/
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Introduction
In healthcare settings, plans for process-specific quality improvement are frequently
reactive and focused on act.
Summary of this courseHealth care business analysesHealth Care.docxmattinsonjanel
Summary of this course
Health care business analyses
Health Care Business Operations and Performance
Introduction
In this module, you will explore the relationship and potential synergy created by consistent vision, mission, goals, and strategic plan. Health care strategy can be formed in one of two ways: it is intended and deliberate, which is created by plans, or it emerges through a pattern of uncoordinated decisions and actions (it just happens). Plans help to create a deliberate strategy. This is a discovery process in which health care organizations define their markets and assess internal operations. Plans move the organization forward toward the realization of a vision. The strategic plan or plan of action is necessary to achieve certain goals and objectives. The plan helps to create alignment and consensus around the organization's intentions. Key managers help to organize efforts and garner momentum for these strategies.
The Strategic Plan
The strategic plan changes or creates additional service lines, clinical procedures, and geographic locations of new clinics, rooms, or other facilities. The plan helps decide where to allocate resources for the high-level initiatives such as new medical technologies. The plan also identifies potential partners for an integrated delivery network or expanded system. When assessing a health care organization, ask what evidence you see of them attempting to work towards a certain vision. What services are they providing? How do they implement the strategy? How are they different from other clinical organizations in the community? How do they remain competitive?
Operations Internal Assessment and Improvement
Introduction
In this module, you will learn to identify methods of assessing and improving the quality of a health care organization. Developing processes is critical in assessing and improving quality since a process is how work gets accomplished. Until processes are fully documented, the interactions and steps cannot be appreciated. The "as-is process" documents what is actually occurring, versus what is supposed to occur. The "to-be process" documents the vision and the proposed process once improvements have been made. By fixing the process, you improve performance. The business process is a set of activities and tasks that are performed in sequence to achieve a specific outcome. The strategy of process improvement increases the throughput (capacity or volume) of a process; eliminates choke points or bottlenecks; and reduces costs, steps, waste, and resources. Look for steps that add value and eliminate those that do not. Reduce the variation in performance over time, remembering that variability causes resource inefficiency.
Analyzing Performance
Methods for analyzing performance include trend analysis and benchmarking. Trend analysis helps health care organizations answer the question, "How are we performing over time?" Benchmarking asks how we compare to our competition. Benchmarking is th ...
M Heenan_PhD Dissertation Lecture_eHealth Lecture_Engaging Leaders in KPI Sel...Mike Heenan
Presentation of the proliferation of measurement in health care and how organizations should redesign indicator selection processes to engage and motivate managers to improve performance. Presentation to eHealth students based on 2023 PhD dissertation.
How to Improve Healthcare Reporting Management System.pptxFlutter Agency
Here in this article, you will see the tips about the healthcare reporting management system. Read these top 8 tips to improve the Healthcare Reporting Management System.
Running Head INTEGRATED QUALITY AND RISK MANAGEMENT PLAN 1 .docxwlynn1
Running Head: INTEGRATED QUALITY AND RISK MANAGEMENT PLAN 1
INTEGRATED QUALITY AND RISK MANAGEMENT PLAN 30
MPM357 Project Performance and Quality Assurance
Quality Dimensions
Charles Williams
3/4/2019
Table of Contents
Project outline 4
Purpose of the project 4
Structure of the project 4
Goals and objectives of the project 6
Project deliverables 7
Report about patient’s response 7
Organizational Readiness for Quality Management 7
Organizational quality management program readiness 7
Quality management project readiness 7
Quality Systems Analysis 8
Current Quality system 8
Organizational readiness to incorporate IQRMP 8
Pros and Cons of ISO 9000 8
Pros and cons of Six Sigma 10
Pros and cons of Capability Maturity Model Integration 10
The combination most appropriate for this project 11
Quality dimension and criteria 12
Quality Process Improvement Tools and Techniques 17
Quality Performance Monitoring and Control 23
Management's Role in Quality Management 28
Quality Performance Communication Plan 29
References 30
Project outlinePurpose of the project
The goal of this plan is to establish a coordinated approach that will address the superiority assessment and course enhancement within the Patient Care Section of the Bureau of HIV/AIDS, North Carolina Department of Health. The Patient Care Section is dedicated to ensuring the highest quality of HIV medical care and support services provided to HIV/AIDS clients throughout the state of North Carolina.Structure of the project
Framework: Ryan Act 200 demands that all Ryan White agendas need to create a quality management program. This program will, therefore, support providers in ensuring that supportive services give access and adherence, ensuring adherence to PHS guidelines and lastly ensure that clinical, demographic and consumption information is accessible when monitoring and evaluation of the native endemic are needed.
Legislative requirements of this project are categorized into six themes.
i. Enhanced access
ii. Eminence management
iii. Aptitude improvement
iv. Embattled resources
v. Synchronization and associations
vi. Contribution and collaboration of other agencies.
The state of North Carolina in conjunction with the unit of health has embraced the sterling criteria of organizational brilliance. This criterion was founded on a set of interrelated core values, behaviors and beliefs that are present in accomplishment organizations. The basic framework of quality assurance is based on the Sterling criteria because this criterion is a foundation for integrity key business requirement in a result-oriented context (Kerzner, 2018).
The senior management team in the patients care section is responsible for planning, directing and coordinating health services related to the States HIV programs. The leadership of this team approves and reviews the activities of the plan when they carry out their activities. A committee has been established to evaluate the plan's objectiv.
1Quality Improvement Plan TemplateIn this course, you deve.docxfelicidaddinwoodie
1
Quality Improvement Plan Template
In this course, you develop an organizational quality improvement (QI) plan for a health care organization of your choice. Organize the plan as you would present it to the organization’s board of directors for approval. Use the following outline as a guide when developing your plan.
Executive Summary: A one-page overview of the plan
Introduction/Purpose: Introduce the organization and state its mission. Describe the types of services the organization provides. This section must be approximately half a page.
Goals/Objectives: Describe what goals the organization has to meet its mission. These are principles that shape how the organization views and achieves quality. Examples may involve the concepts of safety, effectiveness, timeliness, and patient centeredness. This section must be approximately half a page.
Scope/Description/QI Activities: Describe what departments, programs, and activities are affected by the plan and why they are involved in its implementation. This section must be approximately half a page.
Data Collection Tools: Describe the type of performance data to be collected and why that data is focused on. Describe why each data collection and display tool was selected for the QI plan. This section must range from half a page to a full page.
QI Processes and Methodology: Describe the methodology and processes used to implement the plan. This must explain why each methodology and process are in the plan and why they were chosen. This section must range from half a page to a full page.
Comparative Databases, Benchmarks, and Professional Practice Standards: Describe what the organization will use as a standard to compare performance. This section must be one paragraph. This may be through a number of methods such as a comparative database or a competing organization’s annual report.
Authority/Structure/Organization: Describe the authority structure of the plan’s implementation. This must describe who is responsible for implementing the plan. Include a description of each role involved in the plan. This section must be approximately half a page:
· Board of directors
· Executive leadership
· Quality improvement committee
· Medical staff
· Middle management
· Department staff
Communication: Identify who the performance activity outcomes are communicated to and who does the communicating. This describes who is responsible for overseeing data collection and preparing data reports. This section must be approximately one paragraph.
Education: Describe how staff will be educated regarding the plan. This covers how each staff member will be initially oriented to the plan and each employee fits into the plan based on job responsibilities. This section must be approximately one to two paragraphs.
Annual Evaluation: Describe what elements of the plan are annually evaluated for improvement. This section must be approximately one paragraph.
Running head: QI PLAN PART 3
1
QI PLAN PART 3
7
...
Accountability in the public sector is paramount and it is a necessity for government agencies to understand the key drivers of their performance and develop a method to communicate results to their citizens. This concept of accountability defines what is required to be identified as a performance-focused open government that meets the demands of the public. Most government agencies who desire to improve their performance measures do not feel they are being used effectively in making improvement decisions throughout their departments. In fact, 61% of executives acknowledge that their organizations struggle to bridge the gap between strategy formulation and its day-to-day implementation. So why does this dichotomy exist?
Similar to PHF nphpsp webinar pm framework 12.20.11 (20)
"Competencies to Practice Toolkit: A Repository of Workforce Development Resources for Public Health" presentation from the American Public Health Association's Annual Meeting.
APHA2011 How to Focus Your Training and Professional Development Efforts to I...PublicHealthFoundation
"How to Focus Your Training and Professional Development Efforts to Improve the Skills of Your Public Health Organization" presentation from the American Public Health Association's Annual Meeting.
This presentation was given by Jack Moran from the Public Health Foundation at the 2011 NPHPSP Annual Training on Assessing and Building a Culture of Quality Improvement in Your Agency
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
Knee anatomy and clinical tests 2024.pdfvimalpl1234
This includes all relevant anatomy and clinical tests compiled from standard textbooks, Campbell,netter etc..It is comprehensive and best suited for orthopaedicians and orthopaedic residents.
- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Title: Sense of Smell
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 primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
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CDSCO and Phamacovigilance {Regulatory body in India}NEHA GUPTA
The Central Drugs Standard Control Organization (CDSCO) is India's national regulatory body for pharmaceuticals and medical devices. Operating under the Directorate General of Health Services, Ministry of Health & Family Welfare, Government of India, the CDSCO is responsible for approving new drugs, conducting clinical trials, setting standards for drugs, controlling the quality of imported drugs, and coordinating the activities of State Drug Control Organizations by providing expert advice.
Pharmacovigilance, on the other hand, is the science and activities related to the detection, assessment, understanding, and prevention of adverse effects or any other drug-related problems. The primary aim of pharmacovigilance is to ensure the safety and efficacy of medicines, thereby protecting public health.
In India, pharmacovigilance activities are monitored by the Pharmacovigilance Programme of India (PvPI), which works closely with CDSCO to collect, analyze, and act upon data regarding adverse drug reactions (ADRs). Together, they play a critical role in ensuring that the benefits of drugs outweigh their risks, maintaining high standards of patient safety, and promoting the rational use of medicines.
Basavarajeeyam is a Sreshta Sangraha grantha (Compiled book ), written by Neelkanta kotturu Basavaraja Virachita. It contains 25 Prakaranas, First 24 Chapters related to Rogas& 25th to Rasadravyas.
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!
These lecture slides, by Dr Sidra Arshad, offer a quick overview of the physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar lead (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
6. Describe the flow of current around the heart during the cardiac cycle
7. Discuss the placement and polarity of the leads of electrocardiograph
8. Describe the normal electrocardiograms recorded from the limb leads and explain the physiological basis of the different records that are obtained
9. Define mean electrical vector (axis) of the heart and give the normal range
10. Define the mean QRS vector
11. Describe the axes of leads (hexagonal reference system)
12. Comprehend the vectorial analysis of the normal ECG
13. Determine the mean electrical axis of the ventricular QRS and appreciate the mean axis deviation
14. Explain the concepts of current of injury, J point, and their significance
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. Chapter 3, Cardiology Explained, https://www.ncbi.nlm.nih.gov/books/NBK2214/
7. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
1. Performance Management: Improving
Systems Systematically
Margie Beaudry and Jack Moran
Public Health Foundation
Public Health Agency & Systems Improvement
Webinar Series
December 20, 2011
2. Overview
Performance management overview and relevance to
public health
Turning Point Performance Management System
Framework overview
Turning Point Performance Management System
Framework 2012 refresh
Tools to help your organization assess performance
management capacity
Performance management resources
3. “Performance management is the practice of actively using
performance data to improve the public's health.
This practice involves the strategic use of performance
measures and standards to establish performance targets
and goals.”
Source: From Silos to Systems: Using Performance Management to Improve Public Health Systems – prepared by the
Public Health Foundation for the Performance Management National Excellence Collaborative, 2003
4. Performance Management
A systematic process by which an organization
involves its employees in improving the effectiveness
of the organization and achieving the organization’s
mission and strategic goals.
By improving performance and quality, public health
systems can save lives, cut costs, and get better
results.
Enables health departments to be more:
Efficient
Effective
Transparent
Accountable
5. Performance Management
Core performance management practices and processes generally
include:
goal setting
financial planning
operational planning
data collection
consolidation of data
data analysis
reporting of data
quality improvement
evaluation of results
monitoring of key performance indicators
others???
The focus of these performance management activities is to
ensure that goals are consistently met in an effective and efficient
manner by an organization, a department, or an employee.
6. The Importance of Performance Management
Some of the ways performance management can
positively influence a public health agency include:
better return on dollars invested in health
greater accountability for funding and increases in the
public’s trust
reduced duplication of efforts
better understanding of public health accomplishments and
priorities among employees, partners, and the public
increased sense of cooperation and teamwork
increased emphasis on quality, rather than quantity
improved problem-solving
7. Performance Management
Federal Government Perspective
The Accountable Government Initiative - an Update on
Our Performance Management Agenda states that
performance management efforts for 2011 are focused
on six strategies that have the highest potential for
achieving meaningful performance improvement within
and across Federal agencies:
1. Driving agency top priorities
2. Cutting waste
3. Reforming contracting
4. Closing the Information Technology gap
5. Promoting accountability and innovation through open government
6. Attracting and motivating top talent
Source: Memorandum for the senior executive service; Jeffrey D. Zients, Federal Chief
Performance Officer and Deputy Director for Management, Office of Management and Budget;
9/14/2010
8. Why Collect Data
Data: A set of discrete facts
Example: NPHPSP Report of Results
Information: What the data tells us
Example: Where are public health systems optimally performing
and where are opportunities for improvement related to the 10
Essential Services (ES)
Knowledge: Synthesis of information
Example: Performing lower in ES 8 may be connected to
insufficient workforce training opportunities
9. How to Use Data
Public Health Departments usually have lots of data on
Health Status. Some limitations of these data are:
Aggregate level
Timeliness
Reliability and Validity
Process data
Customer data
11. Turning Point Framework
Performance management is the strategic use of
performance standards, measures, progress reports, and
ongoing quality improvement efforts to ensure an agency
achieves desired results.
In the case of public health, the ultimate purpose of these
efforts is to improve the public’s health and make the
community better to live in.
12. Source: From Silos to Systems: Using Performance Management to Improve Public Health
Systems – prepared by the Public Health Foundation for the Performance Management
National Excellence Collaborative, 2003
13. Polling Question
Are you familiar with the Turning Point PMS
Framework?
Yes, it’s very useful and I apply it to every
day practice
Yes, I’m familiar with the framework but
don’t apply it regularly
No, it’s difficult to understand and apply
No, I’ve never heard of this framework
14. Terms
Performance Standards are objective standards or guidelines
that are used to assess an organization’s performance (e.g., one
epidemiologist on staff per 100,000 people served, 80 percent of
all clients who rate health department services as “good” or
“excellent”). Standards may be set based on national, state, or
scientific guidelines (e.g., National Public Health Performance
Standards Program standards, Public Health Accreditation
Board standards, etc.); by bench-marking against similar
organizations; based on the public’s or leaders’ expectations (e.g.,
100% access, zero disparities); or other methods.
15. Terms
Performance Measurement consists of quantitative
measures of capacities, processes or outcomes relevant to the
assessment of a performance indicator (e.g., the number of
trained epidemiologists available to investigate; percentage of
clients who rate health department services as “good” or
“excellent”). To select specific performance measures, public
health agencies may consult national tools containing tested
measures, such as Healthy People 2020, as well as developing
their own procedures to help them measure performance.
16. Terms
Reporting of Progress is how a public health agency tracks
and reports progress depending upon the purpose of its
performance management system and the intended users of
performance data. A robust reporting system makes
comparisons to national, state, or local standards or benchmarks
to show where gaps may exist within the system.
17. Using Data for Improvement
Quality improvement
techniques
Policy change
Managerial Action Resource allocation
change
Program change
18. Terms
Quality Improvement is the establishment of a
program or process to manage change and
achieve quality improvement in public health
policies, programs, or infrastructure based
on performance standards, measures, and
reports.
19. PDCA: A Quality Improvement Model Often Used In Public Health
Act Plan
Check Do
• Model Often Used In Public Health
• Uses Many Tools
20. Many QI Tools
Most Commonly Used Other QI Tools
Brainstorming Affinity Diagrams
Flow Chart ID Graphs
SIPOC+CM Tree Diagrams
Cause and Effect Diagram Process Decision Charts
Five Whys Radar Charts
Solution and Effect Diagram Control and Influence Plots
Checksheets Gantt Chart
Pareto Charts Value Stream Mapping
Pie Charts Lean Waste
Run Charts Matrix Diagrams
Control Chart
Force Field Analysis
Nominal Group Technique
21. Performance Management in Public Health Today
QI Definition in Public Health
Journal of Public Health Management Practice (JPHMP)
January/February 2010 issue focused exclusively on QI
in public health
New initiatives:
National Public Health Performance Standards Program
(NPHPSP)
Multi-state Learning Collaborative (MLC)
CDC’s Winnable Battles
National Public Health Improvement Initiative (NPHII)
National Prevention Strategy (June 2011 launch)
Public Health Accreditation Board (Sept. 2011 launch)
Accreditation Domain 9 required documentation
22. Turning Point Framework 2012 Refresh
Purpose
Introduce updates that reflect current
challenges and priorities in public
health
Refresh guidance and tools to make
the framework more easily understood
and implemented within public health
Add contemporary examples
Got refresh ideas? Send them to Performance Management
Julia Gray at jgray@phf.org Self-Assessment Tool
23. Polling Questions
Which quadrant of the Turning Point
Performance Management model do you
think your organization shows the most
experience, strengths, or competency?
Performance Standards, Performance
Measurement, Reporting of Progress, Quality
Improvement Process
In which quadrant do you think your
organization could improve its efforts?
Performance Standards, Performance
Measurement, Reporting of Progress, Quality
Improvement Process
25. Radar Chart:
Rate Your Current Performance Management Capability
Performance Standards
SA Performance
Organization A Measurement
Support
D
SD
Organization
Understanding Reporting of
Progress
Quality Improvement
26. What is the health department currently working on?
27. Every System is Perfectly Designed to Achieve
Exactly the Results it Gets
Results are properties of systems.
Results do not occur by new goals or targets, but through systemic
change.
Improvement comes only with change; but change doesn’t always
improve results.
28. Resources:
Conduct a keyword search in the Public Health Improvement
Resource Center - http://www.phf.org/improvement/. Type in
“Turning Point” in the Quick Search menu on the home page and
press search for Turning Point Performance Management System
resources. Type in “performance management” for broader
resources.
Turning Point Performance Management resources -
http://www.phf.org/resourcestools/Pages/Turning_Point_Project_Pu
blications.aspx
Performance Management Self-Assessment Tool -
http://www.phf.org/resourcestools/Documents/PM_Self_Assess_Too
l.pdf
CDC Performance Management and Quality Improvement
resources - http://www.cdc.gov/ostlts/performance/Resources.html
Editor's Notes
Jennifer McKeever to introduce and give orientation to webinar raise hand and chat tool featuresRon will advance presentation slides
Performance managementuses a set of management and analytic processes supported by technology that enables an organization to define strategic goals and then measure and manage performance against those goals.
Ron – I created this slide to replace Jack’s data PIM Network presentation slide about Behavior Attitudes that we discussed you wanting to exclude. I didn’t want to leave out the concept of Data Information Knowledge. I used a NPHPSP example since this webinar since I thought it would resonate well with CDC given that this webinar is part of the NPHPSP User Call series.
Turning data into information – useful for building some knowledge to see how results of the process or performance for the organization is doing as a wholeIdeal to use technology to collect data (quantitative or qualitative both important) on a regular basis, measure and then manage performance against those goalsGathering data on processes and collecting customer data (delivery of services) is as important as health status data
Ron – I came across this comic in my performance management background research and thought it could be something light-hearted to include in your presentation to kick-off the topic – your choice to leave in or out
NNPHI will replace this slide with a polling slide
Stress difference between QI and PM
More information available on PHF’s website: Public Health QI Handbook, Memory Jogger II, White Papers on QI tools, Encyclopedia of QI Tools (coming 2012)
Ten years since TP Framework and materials developed. Changing environment – QI has been defined and more accepted and more QI tools have been developed, translated from industry. New initiatives (e.g., NPHII initiative is encouraging health departments to move in direction of QI)Accreditation: Domain 9 required documentation (PHAB Accreditation Standards and Measures pg. 192-195): 9.1.1 A – Engage staff at all organizational levels in establishing or updating a performance management system9.1.2 A – Implement a performance management system“9.1.2.A - The health department must provide a completed performance management self-assessment that reflects the extent to which performance management practices are being used. The health department may develop its own performance management assessment or use existing models, such as The Performance Management Self-Assessment Tool from the Turning Point Performance Management National Excellence Collaborative (http://www.phf.org/resourcestools/Documents/PM_Self_Assess_Tool.pdf). Self-assessment tools are also available through the Baldrige Performance Excellence Program (http://www.nist.gov/baldrige/enter/self.cfm)”
PHF will be gathering input from a “think tank” group and querying other public health groups (e.g., NPHII PIM Network) to make recommendations based on the refresh/revise objectivesPotential items to be refreshed include the following:Performance Management framework graphicPerformance Management Self-Assessment toolFrom Silos to Systems: Using Performance Management to Improve the Public’s Health
NNPHI will replace this slide with a polling slide
A radar chart is a scale that can be used to generate discussion around where your organization is around performance management? What do people think about performance management? Important to capture the range of responses in groups and consent to a group score and capture reasons why there were disagreements in scores.Reiterate: A performance management systemis the continuous use of all the practices (Performance Standards, Performance Measurement, Reporting of Progress, Quality Improvement)so that they are integrated into an agency’s core operations. A few other items have been added: questions around does your organization understand it and do you have support of your organization.