Safeguarding cancer research funding by European charities amidst the COVID-19 pandemic.

The COVID-19 outbreak has affected cancer research and cancer care. European cancer charities need to reconsider strategies for safeguarding income and supporting cancer researchers, in times when sustaining cancer research funding is more crucial than ever.

Organizing a Multidisciplinary Research Team: Strategies, Execution, and Outcomes.

Maintaining a competitive edge is increasingly imperative for surgical research teams. To publish as efficiently and effectively as possible, research teams should apply business strategies and theories in everyday practice. Drawing from concrete examples in both the corporate and nonprofit worlds, and by reflecting on the practices of the Michigan Comprehensive Hand Center for Innovation Research, this article identifies important business theories that can be applied to plastic surgery research. These theories can potentially be applied in practice and include (1) development of a realistic vision and strategies, (2) effective execution of these strategies, and (3) reflective evaluation for continual improvement.

[Implementation of innovations in healthcare: radiotherapy as an example]. / Implementatie van innovaties in de zorg.

The implementation of innovations is considered necessary in healthcare, both for improving patient outcomes and services and to reduce costs. Two problems can occur during the implementation process: innovations that have not been properly evaluated in terms of patient outcomes or cost-effectiveness can sometimes spread quickly, whereas innovations that have shown to lead to significant improvements in a research study setting may struggle to find their way into clinical practice. Problems may also arise when organizational innovations are implemented that are not evidence-based: an example would be the implementation of a new ICT system that affects the patient's environment negatively upon introduction. In this article, the problems surrounding innovation implementation in medical care are described in general and in more concrete terms, we describe how Dutch radiotherapy centres perform in this area. Based on the findings, a systematic plan is described that can help to innovate more effectively and efficiently to the benefit of clinical practice in all disciplines.

Innovation, productivity, and pricing: Capturing value from precision medicine technology in Canada.

For new technology and innovation such as precision medicine to become part of the solution for the fiscal sustainability of Canadian Medicare, decision-makers need to change how services are priced rather than trying to restrain emerging technologies like precision medicine for short-term cost savings. If provincial public payers shift their thinking to be public purchasers, value considerations would direct reform of the reimbursement system to have prices that adjust with technologically driven productivity gains. This strategic shift in thinking is necessary if Canadians are to benefit from the promised benefits of innovations like precision medicine.

Critical factors for optimising skill-grade-mix based on principles of Lean Management - a qualitative substudy / Erfolgskritische Faktoren bei der Optimierung des Skill-Grade-Mix auf der Basis von Lean Management-Prinzipien - eine qualitative Teilstudie

Background: Due to scarce resources in health care, staff deployment has to meet the demands. To optimise skill-grade-mix, a Swiss University Hospital initiated a project based on principles of Lean Management. The project team accompanied each participating nursing department and scientifically evaluated the results of the project. Aim: The aim of this qualitative sub-study was to identify critical success factors of this project. Method: In four focus groups, participants discussed their experience of the project. Recruitment was performed from departments assessing the impact of the project retrospectively either positive or critical. In addition, the degree of direct involvement in the project served as a distinguishing criterion. Results: While the degree of direct involvement in the project was not decisive, conflicting opinions and experiences appeared in the groups with more positive or critical project evaluation. Transparency, context and attitude proved critical for the project's success. Conclusions: Project managers should ensure transparency of the project's progress and matching of the project structure with local conditions in order to support participants in their critical or positive attitude towards the project.

Taking action on overuse: Creating the culture for change.

BACKGROUND: Unnecessary care contributes to high costs and places patients at risk of harm. While most providers support reducing low-value care, changing established practice patterns is difficult and requires active engagement in sustained behavioral, organizational, and cultural change. Here we describe an action-planning framework to engage providers in reducing overused services. METHODS: The framework is informed by a comprehensive review of social science theory and literature, published reports of successful and unsuccessful efforts to reduce low-value care, and interviews with innovators of value-based care initiatives in twenty-three health care organizations across the United States. A multi-stakeholder advisory committee provided feedback on the framework and guidance on optimizing it for use in practice. RESULTS: The framework describes four conditions necessary for change: prioritize addressing low-value care; build a culture of trust, innovation and improvement; establish shared language and purpose; and commit resources to measurements. These conditions foster productive sense-making conversations between providers, between providers and patients, and among members of the health care team about the potential for harm from overuse and reflection on current frequency of use. Through these conversations providers, patients and team members think together as a group, learn how to coordinate individual behaviors, and jointly develop possibilities for coordinated action around specific areas of overuse. CONCLUSIONS: Organizational efforts to engage providers in value-based care focused on creating conditions for productive sense-making conversations that lead to change. IMPLICATIONS: Organizations can use this framework to enhance and strengthen provider engagement efforts to do less of what potentially harms and more of what truly helps patients.

Funding innovation: Moving the business forward.

Gary F. Henry is the Principal Consultant of G F Henry and Associates, a management consulting firm based in Charlottesville, Virginia. Mr. Henry has more than 30 years of distinguished experience, including CEO, CFO and COO roles in both established and start-up companies. Gary was named an Ernst & Young Virginia Entrepreneur of the Year in 2001.

Transformation of anesthesia for ambulatory orthopedic surgery: A mixed-methods study of a diffusion of innovation in healthcare.

INTRODUCTION: To provide insight into how an innovation in healthcare is implemented and diffused, we studied the transition from routine use of general anesthesia to peripheral nerve blocks (PNBs) for ambulatory orthopedic extremity surgery. Rogers' diffusion of innovations (DOI) theory was used as our theoretical framework. We identified themes that would be helpful for others attempting to diffuse innovations into healthcare settings. MATERIAL AND METHODS: A mixed quantitative and qualitative methodology was used. We retrospectively reviewed operative and anesthesia records of patients who underwent ambulatory repair of distal radius fractures or arthroscopic knee meniscus procedures from 1998 to 2012 to identify whether general anesthetics or PNBs were used and the time course of the innovation. We interviewed orthopedic surgeons, anesthesiologists, and a nursing administrator working in the ambulatory surgery unit during the innovation to identify key themes associated with the adoption of PNBs. RESULTS: From 2003 to 2012, use of PNBs increased from less than 10% to 70% of cases studied. The adoption timeframe followed an S-shaped curve. Key themes included improved safety, quality, efficiency, physician leadership and trust, organizational structure, and technological change. The innovation involved an optional decision-making process and took root in a satellite facility and generally fit with Rogers DOI theory. CONCLUSIONS: The adoption and diffusion of PNBs provides a useful model for understanding innovations with optional decision-making in healthcare. Critical elements in our case were the characteristics of the innovation, which facilitated the decision-making process, and the positioning of the innovation in a peripheral structure away from core clinical facilities.

A small grant funding program to promote innovation at an academic research hospital.

Innovation is important for the improvement of health care. A small grant innovation funding program was implemented by the Hospital for Sick Children(SickKids) for the Perioperative Services group, awarding relatively small funds (approximately $10 000) in order to stimulate innovation. Of 48 applications,26 (54.2%) different innovation projects were funded for a total allocation of $227 870. This program demonstrated the ability of small grants to stimulate many applications with novel ideas, a wide range of innovations and reasonable academic productivity.

A key to slower health spending growth worldwide will be unlocking innovation to reduce the labor-intensity of care.

Many factors combine to drive the growth in health spending worldwide, but the introduction of new technologies, drugs, and therapies is probably the most important. However, in contrast to other industries, innovations in health care have not tended to reduce the need for labor. In fact, labor still accounts for the largest proportion of expenditures in many health systems. But labor-saving technologies, workforce innovations, and patient self-care approaches are now emerging and altering health care's labor structure. For example, in Mexico more than one million households pay $5 per month to access a health advice hotline before setting foot in a physician's office. In India assembly line-style eye surgery has dramatically reduced cost without sacrificing quality. Policy makers should focus on such labor-saving innovations; reform reimbursement systems to encourage them; tackle professionals' resistance; and remove regulatory barriers. Bold experiments to redesign health services around patient self-care approaches are also warranted.

An interview with James L. Reinertsen. Interview by Penny Carver.

Dr. Reinertsen reflects on improvements in the past decade in the quality and safety of health care and identifies the greatest challenges now facing health care leaders.

Transição tecnológica em uma operadora de plano de saúde: o olhar do usuário / Technological transition in a supplemental health care provider: the user's viewpoint

O setor de saúde suplementar no Brasil vem experimentando, nos últimos anos, novos modelos de atenção à saúde. O presente estudo teve como objetivo caracterizar como os usuários percebem e se posicionam em relação à implantação da Estratégia Saúde da Família (ESF) por uma operadora do tipo autogestão. Utilizando-se de grupos focais com usuários considerados "aderidos" e "não-aderidos" à ESF, a pesquisa revela que os usuários têm uma compreensão bastante clara do significado da estratégia, inclusive de seus fortes elementos racionalizadores, percebem as contradições e deficiências no seu processo de formulação e implantação e mantêm um elevado grau de autonomia na escolha dos serviços que lhe sejam mais adequados, muito influenciados pelo tipo de inserção que têm no estabelecimento bancário que mantém a operadora. O usuário percebe, ainda, o impasse da autogestão entre manter uma ampla rede credenciada de livre acesso ou conseguir avançar no sentido de fazer da ESF o eixo estruturante de sua rede assistencial.

The Brazilian supplemental health care sector has been experiencing new health care models in the last few years. This paper aims at featuring how users perceive and how they express themselves in relation to the deployment of a program known as Family Health Strategy (FHS) by a self-management health care provider. Through focal groups, the research reveals that users present a rather clear view on the meaning of strategy, including its remarkable rationalizing elements. In addition, they percept contradictions as well as deficiencies in the formulation and deployment process, and they keep a high level of autonomy in the choice for more adequate services, which are greatly influenced by the type of insertion that they exert in the bank institution that maintains the health care service provider. Users also perceive the predicament presented by self-management regarding the maintenance of a broad authorized free access network and the advance towards turning FHS into the structuring backbone of its assistance network.

Electronic medical records for the office.

Electronic medical records are gathering significant attention with the recent State and Federal initiatives, Medicare Physician Quality Reporting Initiatives (PQRI), and stimulus funds. The conversion to an electronic environment from the comfortable but inefficient paper record can be confusing, difficult, and costly if the practice does not complete the proper analysis and planning for the transformation. Significant monetary assistance is available for practices during this process, with resultant increased practice efficiency and patient safety. To be successful, the practice must fully understand the expected benefits and must evaluate each of the options to be sure the entire practice workflow is considered.

Exploring health information technology innovativeness and its antecedents in Canadian hospitals.

OBJECTIVES: The primary aim of this study was to assess the antecedents of health information technology (HIT) innovativeness in public hospitals. To do so, we built upon our own previous work to relate the level of HIT innovativeness to organizational capacity characteristics. METHODS: We conducted a survey of chief information officers (CIOs) in public hospitals in the two largest Canadian provinces to identify the level of HIT innovativeness in these settings and test nine research hypotheses derived from the proposed research model. RESULTS: A total of 106 completed questionnaires were received, which represents a response rate of 52%. Our findings indicate strong support for the research model. Seven out of nine hypotheses were supported indicating a significant relationship between HIT innovativeness and structural, financial, leadership, and knowledge sharing capacity characteristics. Results also reveal a moderate level of HIT innovativeness in the surveyed hospitals, with more emphasis on administrative systems and their integration than on clinical systems and emerging technologies. CONCLUSIONS: This study demonstrates that organizational characteristics are related to HIT innovativeness; this relationship holds irrespective of the public or private nature of hospitals.

Applicability of Lewin s change management model in a hospital setting.

OBJECTIVES: Today's socio-economic developments in the healthcare area require continued optimization of processes and cost structures at hospitals, often associated with process changes for different occupational groups in the hospital. Formal methods for managing change have been established in other industries. The goal of this study was to assess the applicability of Kurt Lewin's change management method to a health informatics-related project at a German university hospital. METHODS: A project at the University Hospital Erlangen introducing changed requirements in the documentation of costly material in the surgical area was conducted following the concept of Lewin's approach based on field theory, group dynamics, action research and the three steps of change. A data warehouse contributed information to several steps in the change process. RESULTS: The model was successfully applied to the change project. Socio-dynamic forces relevant to the project goals were identified and considered in the design of the new documentation concept. The achieved documentation level met the new requirements and in some areas even exceeded them. CONCLUSIONS: Based on the project experiences, we consider Kurt Lewin's approach applicable to change management projects in the hospital sector without a requirement for substantial additional resources, however, specific hospital characteristics need to be taken into account. The data warehouse played an important role by providing essential contributions throughout the entire change process.