Development and Evaluation of Clinical Practice Guidelines
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Health Services Research: What Is
Health Service Research: What is it? Michael Weiner, M.D., M.P.H. Associate Professor of Medicine Indiana University School of Medicine Division of General Internal Medicine & Geriatrics Indiana University Center for Health Services and Outcomes Research VA HSR&D Center for Health Information and Communication Regenstrief Institute, Inc. Indianapolis, Indiana, U.S.A. mailto:[email protected] Presentation for ASHFoundation Implementation Science Summit 20 March 2014 Disclosure • Michael Weiner • Associate Professor of Medicine, Indiana University School of Medicine, Indianapolis • Speaker Disclosures • No relevant financial relationships • No relevant non-financial relationships • The views expressed herein are those of the author and do not necessarily represent the views of the Department of Veterans Affairs. Goals for Today • Define health services research (HSR) • Learn about key concepts and methods used in HSR • Consider HSR’s relevance to implementation science Definition What is a health service? • “All services dealing with the diagnosis and treatment of disease, or the promotion, maintenance, and restoration of health.” • Includes personal and non-personal health services. • “Service provision refers to the way inputs such as money, staff, equipment, and drugs are combined to allow the delivery of health interventions.” • Factors needed to improve access, coverage, and quality of services • Availability of services • Organization and management of services • Incentives influencing providers and users http://www.who.int/topics/health_services/en/ Definition of health services research • Organizational structures and • Access to care processes • Quality • Health technologies •Costs • Social factors • Health • Financing systems • Personal behaviors • Domains: individuals, families, organizations, institutions, communities, and populations Lohr KN, Steinwachs DM. Health Serv Res. 2002 Feb;37(1):7-9. -
From the Factory to the Frontlines the Operation Warp Speed Strategy for Distributing a COVID-19 Vaccine
From the Factory to the Frontlines The Operation Warp Speed Strategy for Distributing a COVID-19 Vaccine What This Strategy Aims to Do This report to Congress details a strategy to achieve the principal purpose and objective of Operation Warp Speed (OWS): ensuring that every American who wants to receive a COVID-19 vaccine can receive one, by delivering safe and effective vaccine doses to the American people beginning January 2021. The leadership of OWS has committed to being transparent with Congress, the media, and the American people. OWS has provided regular briefings on topics of interest to Congress and the media and will continue to provide updates and announcements as OWS reaches new milestones. Congress has been a vital partner in the all-of-America response to the COVID-19 pandemic. With support provided through emergency supplemental and flexible discretionary funding, OWS has now made strong progress toward a safe and effective COVID-19 vaccine, with multiple candidates in Phase 3 clinical trials. Simultaneously, OWS and partners are developing a plan for delivering a safe and effective product to Americans as quickly and reliably as possible. Experts from the Department of Health and Human Services (HHS) are leading vaccine development, while experts from the Department of Defense (DoD) are partnering with the Centers for Disease Control and Prevention (CDC) and other parts of HHS to coordinate supply, production, and distribution of vaccines. Successful implementation of the national COVID-19 vaccination program requires precise coordination across federal, state, local, tribal, and territorial governments and among many public and private partners. -
Department of Health Services, Policy and Practice
Department of Health Services, Policy and Practice Health Services Research Doctoral Program Handbook 2019-2020 Academic Year Health Services Research Doctoral Program Handbook Dear Students, Welcome to the Department of Health Services, Policy and Practice PhD program in Health Services Research at Brown University’s School of Public Health. This handbook provides information about the policies and procedures to guide the completion of your doctoral degree. Information about University Doctoral and Graduate student policies can be found in the Graduate School Handbook. Inside this handbook, you will find information about degree requirements, financial support and mentoring. We hope that this is a useful resource to you during your time in the program. Yours Sincerely, Amal Trivedi, MD, MPH Graduate Program Director 2 Health Services Research Doctoral Program Handbook PROGRAM DESCRIPTION ............................................................................................................... 4 ADMISSION REQUIREMENTS ........................................................................................................ 5 BASIC DEGREE REQUIREMENTS ................................................................................................. 5 OTHER REQUIREMENTS TO GRADUATE .................................................................................. 6 Journal Club and Faculty Forum ............................................................................................................................. 6 Seminars .................................................................................................................................................................... -
Examining the Impact of Accreditation on a Primary Healthcare Organization in Qatar Alia Ghareeb Walden University
Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2015 Examining the Impact of Accreditation on a Primary Healthcare Organization in Qatar Alia Ghareeb Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Health and Medical Administration Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Health Sciences This is to certify that the doctoral dissertation by Alia Ghareeb has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Suzanne Richins, Committee Chairperson, Health Services Faculty Dr. Sandra Bever, Committee Member, Health Services Faculty Dr. James Rohrer, University Reviewer, Health Services Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2016 Abstract Examining the Impact of Accreditation on a Primary Healthcare Organization in Qatar by Alia Fouad Ghareeb MHCM, California State University of Los Angeles, 2006 BS, Lebanese University Faculty of Science, 2002 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy College of Health Sciences Walden University February 2016 Abstract Although a modest body of literature exists on accreditation, little research was conducted on the impact of accreditation on primary healthcare organizations in the Middle East. This study assessed the changes resulting from the integration of Accreditation Canada International’s accreditation program in a primary healthcare organization in the State of Qatar. -
List of Eligible Applicants and Estimated Funding Award Amounts by Category
Attachm nt A OOOTTT222111 ––– 222111 333::: NNNatatatiiiooonnnalalal IIInnniiitttiiiatatatiiivvveee tttooo AAAddddddrrreeessssss CCCOOOVVVIIIDDD---111999 HHHeeealalalttthhh DDDiiissspppararariiitttiiieeesss amamamooonnnggg PPPooopppuuulllatatatiiiooonnnsss atatat HHHiiiggghhh---RRRiiissskkk anananddd UUUnnndddeeerrrssseeerrrvvveeeddd,,, IIInnncccllluuudddiiinnnggg RRRacacaciiialalal anananddd EEEttthhhnnniiiccc MMMiiinnnooorrriiitttyyy PPPooopppuuulllatatatiiiooonnnsss anananddd RRRuuurrralalal CCCooommmmmmuuunnniiitttiiieeesss List of Eligible Applicants and Estimated Funding Award Amounts by Category State Estimated Awards Award ange $17,000,000 - $50,000,000 Award Average $32,000,000 Eligible Applicants Alabama D partm nt of Public H alth (ADPH) Alaska D partm nt of H alth and Social S rvic s - Division of Public H alth Arizona D partm nt of H alth S rvic s Arkansas D partm nt of H alth California D partm nt of Public H alth Colorado D partm nt of Public H alth and Environm nt Conn cticut D partm nt of Public H alth D lawar D partm nt of H alth and Social S rvic s- Division of Public H alth Florida D partm nt of H alth G orgia D partm nt of Public H alth Hawaii Stat D partm nt of H alth Idaho D partm nt of H alth and W lfar Illinois D partm nt of Public H alth Indiana D partm nt of H alth Iowa D partm nt of Public H alth Kansas D partm nt of H alth & Environm nt K ntucky D partm nt for Public H alth Louisiana D partm nt of H alth Main D partm nt of H alth and Human S rvic s Maryland D partm nt of H alth Massachus tts D partm nt of Public -
2011 State Profile — Palau
2011 State Profile — Palau National Survey of Substance Abuse Treatment Services (N-SSATS) The National Survey of Substance Abuse Treatment Services (N-SSATS) is an annual survey of facilities providing substance abuse treatment. It is conducted by the Substance Abuse and Mental Health Services Administration (SAMHSA). N-SSATS is designed to collect data on the location, characteristics, services offered, and number of clients in treatment at alcohol and drug abuse treatment facilities (both public and private) throughout the 50 States, the District of Columbia, and other U.S. jurisdictions. More information on N-SSATS methodology is available at the following URL: http://www.samhsa.gov/data/2k3/NSSATS/NSSATS.pdf In Palau, 1 substance abuse treatment facility was included in the 2011 N-SSATS, reporting that there were 105 clients in substance abuse treatment on March 31, 2011. The survey response rate in Palau was 100.0%. Facility Operation Clients in Treatment on March 31, 2011 Facilities All Clients Clients Under Age 18 No. % No. % No. % Private non-profit 0 0.0 0 0.0 0 0.0 Private for-profit 0 0.0 0 0.0 0 0.0 Local, county, or community government 1 100.0 105 100.0 10 100.0 State government 0 0.0 0 0.0 0 0.0 Federal government 0 0.0 0 0.0 0 0.0 Dept. of Veterans Affairs 0 0.0 0 0.0 0 0.0 Dept. of Defense 0 0.0 0 0.0 0 0.0 Indian Health Service 0 0.0 0 0.0 0 0.0 Other 0 0.0 0 0.0 0 0.0 Tribal government 0 0.0 0 0.0 0 0.0 Total 1 100.0 105 100.0 10 100.0 Primary Focus of Facility Clients in Treatment on March 31, 2011 Facilities All Clients Clients Under Age 18 No. -
Deputy Health Officer
County of Monterey 14K54 DEPUTY HEALTH OFFICER DEFINITION Under general direction of the Health Officer, assists the Health Officer in the administration and medical oversight of public health programs for the County; provides health policy consultation on health and preventative medicine issues to the Health Officer, department staff, citizens, public officials, community organizations, agencies and staff; in the absence of the Health Officer, serves as the designated County Health Officer; and performs other related work as required DISTINGUISHING CHARACTERISTICS This single position management level class is responsible to the Health Officer for assisting in providing medical oversight, consultation and/or enforcement of public health regulations for a variety of public health programs and services, including environmental health, vital records, communicable disease control, preventative chronic and acute general medical services, public health nursing, emergency and disaster medical planning, public health education, California Children’s Service, and maternal and child health services. This position provides principal supervision of Vital Records, Health Assessment, Laboratory, and Epidemiology programs. This position is distinguished from the Health Officer in that the Health Officer is appointed by the County Board of Supervisors, directs medical oversight and policy for the County, and possesses the powers, duties, and responsibilities relating to the preservation and protection of public health. The Deputy Health Officer assists in directing the medical oversight and policy for the County, and does not carry full powers, duties and responsibilities relating to public health, but may act in the absence of the Health Officer. The Deputy Health Officer is distinguished from lower level management or physician classes in that the latter directs specific areas of program responsibility or medical practice, whereas the Deputy Health Officer assists in directing the medical oversight for all public health programs EXAMPLES OF DUTIES 1. -
Programs Supporting the Use of Comparative Effectiveness Research and Patient-Centered Outcomes Research by State Policymakers Iv
Pr o g r a m s su pp o r t i n g th e us e of Co m P a r a t i v e ef f e C t i v e n e s s re s e a r C h an d Pa t i e n t - Ce n t e r e d ou t C o m e s re s e a r C h By st a t e Po l i C y m a k e r s Barbara Wirth and Felicia Heider u g u s t A 2014 h i s p r o j e c T w a s s u p p o r T e d T h r o u g h a a T i e n T e n T e r e d u T c o m e s e s e a r c h n s T i T u T e T u g e n e ap s h i n g T o-c n n g a g e mo e n T w a r d r i (pcori) e w e a II Pr o g r a m s su pp o r t i n g th e us e of Co m P a r a t i v e ef f e C t i v e n e s s re s e a r C h an d Pa t i e n t - Ce n t e r e d ou t C o m e s re s e a r C h By st a t e Po l i C y m a k e r s Copyright © 2014 National Academy for State Health Policy. -
Clinical Audit/Quality Improvement Projects Guidance for Professional
Clinical Audit/Quality Improvement Projects Guidance For Professional Competence Scheme Prepared by Faculty of Public Health Medicine December 2012 1 KEY POINTS ON AUDIT FOR PUBLIC HEALTH . This document is produced by the Faculty of Public Health Medicine Ireland (FPHMI) to support and guide participants of the FPHMI Professional Competence Scheme (PCS) to achieve their requirement of completing one clinical audit / quality improvement project each year. This document is a guide for doctors practising public health medicine and who are either on the Specialist or General Division of the Register . All doctors must participate in professional competence . Each doctor must define his/her scope of practice . All doctors whose practice include both clinical and non‐clinical work should engage in both clinical audit and other quality improvement practices relevant to their scope of practice . Audit can be at individual, team, departmental or national level . Each doctor must actively engage in clinical audit / systematic quality improvement activity that relates directly to their practice. ‘The Medical Council’s Framework for Maintenance of Professional Competence Activities’ sets one clinical audit per year as the minimum target. The time spent on completing the audit is accounted for separately from other Continuing Professional Development (CPD) activities. It is estimated that the completion of one clinical audit will take approximately 12 hours of activity. The main challenges in undertaking audit in public health practice include o Lack of explicit criteria against which to measure audit o Timeframes for measuring outcomes which can be prolonged and thus process measures are more readily measured Can’t seem to format this box which is smaller than the text o Changing public health work programmes in Departments . -
The High Achieving Governmental Health Department in 2020 As the Community Chief Health Strategist
The High Achieving Governmental Health Department in 2020 as the Community Chief Health Strategist Public Health Leadership Forum This paper was prepared by RESOLVE as part of the Public Health Leadership Forum with funding from the Robert Wood Johnson Foundation. John Auerbach, Director of Northeastern University’s Institute on Urban Health Research, also put substantial time and effort into authoring the document with our staff. The concepts put forth are based on several working group session (See Appendix B for members) and are not attributable to any one participant or his/her organization. May 2014 The High Achieving Governmental Health Department in 2020 as the Community Chief Health Strategist Public Health Leadership Forum Background Local and state health departments need to adapt and evolve if governmental public health is to address emerging health demands, minimize current as well as looming pitfalls, and take advantage of new and promising opportunities. To succeed requires a view into the future. This paper provides that vision. And, importantly, it zeroes in on what a high achieving public health department of the future will be doing differently. It does so not with a comprehensive inventory of tasks but rather with a distillation of the most important new skills and activities essential to be high achieving and serve in the role of the community chief health strategist. A working group of public health practitioners and policy experts was convened by RESOLVE as part of the Public Health Leadership Forum with funding from the Robert Wood Johnson Foundation (See Appendix B for a list of members). The working group purposely set a time frame of public health in 2020 – just six years into the future – in order to look far enough ahead to provide a compelling beacon, while staying close enough to the present to emphasize the urgency of taking immediate steps to start the process of change and build the leadership necessary to be successful. -
Health Impact Assessment As a Tool for Population Health Promotion and Public Policy
HEALTH IMPACT ASSESSMENT AS A TOOL FOR POPULATION HEALTH PROMOTION AND PUBLIC POLICY A Report Submitted to the Health Promotion Development Division of Health Canada by Project Team: C. James Frankish, Ph.D. Lawrence W. Green, Dr. P.H. Pamela A. Ratner, Ph.D., R.N. Treena Chomik, M.P.H. Craig Larsen, M.H.A. Institute of Health Promotion Research University of British Columbia May 1996 Health Impact Assessment EXECUTIVE SUMMARY The criteria for evaluation of health, social, environmental and economic policies and programs are changing. This is particularly true within the health sector where many governments are adopting an understanding of health that includes a focus on the social and environmental determinants of health. They recognize that societal structures, attitudes and behaviours influence health profoundly, that prevention is better (or at least more timely) than cure, and that prevention is a way to reduce disability and social dependence. Consequently, how social, environmental and economic policies influence health and the prevention or production of illness, disability or death needs systematic monitoring at all levels of government. With increasing official commitment to decentralization and community participation in decision making and growing consideration of the social determinants of health, some ambiguity, and perhaps controversy, remains about what impact on health this new perspective will have, what strategies will work to achieve beneficial outcomes, what criteria should be applied to judging health impact, how health impact assessment can work to produce better decisions, and what its ultimate influence on policies and program decisions may be. Most calls for evidence-based decision making offer little indication as to how the use of health impact assessments can lead to "better" health decisions. -
ADVOCATING for HEALTH SERVICES RESEARCH and AHRQ Thomas Kingsley, MD, MPH
SHARE OCTOBER 2018 V41, NO.10 HEALTH POLICY ADVOCATING FOR HEALTH SERVICES RESEARCH AND AHRQ Thomas Kingsley, MD, MPH Dr. Kingsley ([email protected]) is a senior associate consultant and instructor of medicine at Mayo Clinic. n 2000, the Institute of Medicine (IOM) released and saved 125,000 lives.3 “To Err Is Human,” a report that awoke the medi- AHRQ has also created the Consumer Assessment of Ical community and the public to a startling reality: Healthcare Providers and Systems (CAHPS) surveys, the health care too often harms. Eighteen years after this Healthcare Cost and Utilization Project (HCUP) databas- landmark report, there has been evidence of improve- es, and the Medical Expenditure Panel Survey (MEPS). ment, but one troubling reality remains—we still harm These publicly available datasets have been invaluable to too many patients. This fact is unavoidable. Medical our understanding of patients’ experiences with care and errors continue to be one of the leading causes of death the delivery and costs of care in the United States and the in the United States. A Johns Hopkins study found that effects of various health policies on care and outcomes. medical errors killed 250,000 people in 2013, making it Primary care research, often underfunded compared the third leading cause of death behind heart disease and with research focused on specialty care, has been another cancer.1 Although the study’s methods may have led to beneficiary of AHRQ. For example, EvidenceNow is a overestimates of the number of deaths caused by medical $112-million-dollar project to fund 1,500 primary care errors, the estimates are nevertheless alarming.