China 
Africa 
Explore chapters and articles related to this topic
Establishing a pulmonary rehabilitation programme
Published in Claudio F. Donner, Nicolino Ambrosino, Roger S. Goldstein, Pulmonary Rehabilitation, 2020
Michael D.L. Morgan, Sally J. Singh
Payers for healthcare will need a persuasive business case to encourage them to commission a new PR service. Various templates exist to help with this, but the exact details will vary with the country and the healthcare model. One example is the PRIME tool available from the Chartered Society of Physiotherapy in the UK, which can calculate the impact of rehabilitation using local data (7). Even if PR is recommended at a national level, local commissioners will expect the proposals to reflect the local environment. The content of a successful business case may include the following elements: The rationale and evidence for benefit of PRReview of existing servicesDescription of the proposed model (including time scale, costs, specification and staffing)The return on investment (e.g. admission avoidance, etc.)Patient and stakeholder involvement in the bidOptions appraisal (including do nothing)Discussion of risks
Strategies to promote e-health and telemedicine activities in developing countries
Published in Richard Wootton, Nivritti G. Patil, Richard E. Scott, Kendall Ho, Telehealth in the Developing World, 2019
Sisira Edirippulige, Rohana B. Marasinghe, Vajira H W. Dissanayake, Palitha Abeykoon, Richard Wootton
Lack of evidence about the benefits of e-health may be another reason for policy makers being unaware of e-health. Even in industrialized countries, there is a dearth of hard evidence with regard to the successful use of e-health. Similar evidence from developing countries is even scarcer. The lack of a sustainable business case to demonstrate cost-effectiveness is the root cause.
The long road to finding what matters most to patients
Published in Thom Walsh, Finding What Matters Most to Patients, 2019
So you might ask, “Why do I want to know what matters most to patients?” Without a thought, many reflexively respond that the justification for developing any major program in our current healthcare climate is “the business case.”
Real world implementation of a group-based memory rehabilitation program into stroke services: A knowledge translation evaluation
Published in Topics in Stroke Rehabilitation, 2021
Dana Wong, Clare Kempnich, Jennifer Bradshaw, Sandy Grayson, Leasha Lillywhite, Marie O’Shea, Joosup Kim, Renerus Stolwyk, Dominique A. Cadilhac
The Knowledge to Action Framework24 includes key steps of adapting knowledge to the local context; assessing barriers to knowledge use; selecting, tailoring, and implementing interventions; evaluating outcomes; and sustaining knowledge use. These steps of the action cycle were followed in the current study by adapting the memory skills intervention to the local context and addressing barriers to knowledge relating to clinician competencies in SMSG facilitation, culminating in the submission of business cases that received in-principle support to continue provision of the SMSG beyond the project period (thereby “sustaining knowledge use”). Planning for this sustainability occurred from the beginning of the project, with health service managers’ consultations guiding project design and selection of outcome measures. Business cases contained data collected for this study on stroke participants’ clinical outcomes, facilitators’ competencies in delivering the SMSG, and potential cost-effectiveness (to be reported in a separate paper), and were developed with consideration to the individual processes and clinical requirements at each setting. Key enablers included use of the six key types of implementation strategies summarized by Powell and colleagues18 to execute the knowledge to action process, including engaging key stakeholders at each site who invested time and effort into implementing the SMSG within their health service. The collaboration with health service researchers with expertise in economic evaluation was also crucial for developing the business case.
On-boarding Experienced Non-Oncology Nurses to Address Staffing Shortages: Development of a Transitional Oncology Training Program
Published in Oncology Issues, 2021
To develop Miami Cancer Institute’s Transitional Oncology Nurse Academy, we needed to “think big” and push ourselves to find a sustainable, long-term solution that would help address the ongoing shortage of oncology nurses. The goal of the Transitional Oncology Nurse Academy was to develop a solution that would continually attract experienced nurses to the ambulatory oncology setting. Three key steps were necessary to achieve this goal: 1) assessing the need for the program; 2) presenting a clear and convincing business case of the cost savings and potential benefits to key stakeholders; and 3) ensuring financial and organizational support for the program. To track our success, we developed metrics for success, monitored our outcomes, and communicated our results to drive support for the initiative and help us improve the program. We are extremely proud of our 97 percent graduation and retention rate at one year, and we hope this article encourages other cancer programs to move forward in developing similar programs.
Healthcare educational leadership in the twenty-first century
Published in Medical Teacher, 2019
The budget defines the organization and shows the commitment of resources necessary to implement plans that are laid out in the institution’s goals. Within medical education we correctly first learn how to make patients better through the practice of good medical training. There is no training on how budgets are determined and managed. In an educational leadership role such as a simulation lead or training program director, the realization soon hits that without a budget, there can be no vision, mission or goals. The second lesson is that spending money in institutions is difficult. Many departments underspend because of poor planning, and the process of spending is laborious and not transparent. There is an art of first making an educational case. In what way does this spend benefit the individual, the department or the organization? Does the request fit in with the aims of the organization? Will it enhance its reputation? Following the educational case the next step is to make the business case. This needs to define where the budget will come from? Is the budget already approved or additional funds will be needed, and if so from where? The business case must show projected sustainability of the program or development. These are just some of the examples that an educational leadership role will throw up.