Interdepartmental Plan Research Articles

Актуальные вопросы оказания медицинской помощи пострадавшим в дорожно-транспортных чрезвычайных ситуациях в Алтайском крае

The aim of the research was: – to elaborate organizational and methodical bases of medical evacuation for the population of the Altai region in cases of traffic accidents including emergency situations, in conditions of healthcare optimization, namely, under the process of merging of the territorial center for disaster medicine with the emergency medical aid station; – to determine starting points for further development of the Emergency Medicine Service of the Altai Krai. Materials and research methods. The statistical data of registration and reporting form no.55 “Information on the Activity of Healthcare Institution (Medical Formation) which took part in liquidation of medical and sanitary consequences of emergencies” of Altai Krai Disaster Medicine Service approved by the Order of the Ministry of Healthcare and Social Development of Russia dated February 3, 2005, no.112, and official statistical data of Altai Krai State Road Safety Department were analyzed. The sample included statistical data for 2019-2021. The study used a set of analytical and statistical methods, which made it possible to process and to analyze the data obtained, to assess the system of medical care and to develop a set of measures to improve the medical evacuation system in Altai Krai using the data about victims of traffic accidents, to predict the duration of their treatment and rehabilitation. The statistical data were processed by means of Statistica 10.0 program complex with the calculation of intensive indices, mean representativeness error (±m) and significance of differences by Fisher’s method. Results of the study and their analysis. The results of the analysis of organizational and methodological bases of medical evacuation of the population of Altai Krai in road traffic accidents in the conditions of optimization of healthcare in 2019-2021 are presented. The prospects for further development of the regional Disaster Medicine Service, directions of interdepartmental planning and conducting of special tactical exercises, which are one of the basic tools ensuring readiness of managers and personnel of territorial medical institutions for actions on liquidation of consequences of traffic accidents and emergencies, were determined. The necessity of training the population and interested persons in rendering first aid, which is carried out within the framework of the work of the training center of disaster medicine, has been substantiated.

FORMATION AND APPLICATION OF AN AGENT-ORIENTED MODEL IN THE MANAGEMENT OF THE OIL INDUSTRY OF THE REPUBLIC OF KAZAKHSTAN

Kazakhstan is one of the few countries in the world rich in oil, deservedly called“black gold” because it is the most important source of energy. The relevance of the studyof this paper is determined by the fact that the management of the oil industry affects notonly the management process itself, but also the social aspects of the implementation of thedevelopment strategy of the state as a whole. It is necessary to identify aspects of managementactivity and define criteria by which it is possible to calculate the effectiveness of managerialdecision-making in the analyzed industry. Agent models allow us to identify the main criteriafor the effectiveness of managerial decision-making and optimize social and economic costsfor their implementation within the framework of interdepartmental planning. The novelty ofthe research is determined by the fact that agent models are based not only on the associatedparameters of the management process, but also affect the possibility of planning currentactivities for a long period. The article shows that the formation of agent models should affectboth the aspect of the formation of matrices of complex managerial actions and calculationson the accounting of competencies in making managerial decisions. The practical significanceof the study is determined by the fact that the development of complex models based onagent forms allows expanding the use of forms of control over the industry by the state andother stakeholders. The implementation of a matrix form of management is proposed, takinginto account balanced industry indicators of management quality.

Students' perception of lacunae in medical education in India, and suggestions for reforms.

The methods of classroom and clinical teaching in the MBBS course in India have not seen major modifications or innovations in recent decades, leading to dissatisfaction among students. Lack of conclusive data in this regard and absence of a mechanism for students' feedback are also areas of concern. We aimed to assess the satisfaction levels and identify lacunae in undergraduate medical education in India. We used an 8-item questionnaire to identify lacunae in medical education. A total of 336 undergraduate medical students from second and third professional years and interns of Delhi voluntarily participated in the study. Data were analysed using SPSS 17 version. Eighty-one per cent of students were not satisfied with teaching methods due to lack of coordination between different departments and lack of problem-based learning. Sixty-five per cent of students did not find the classroom environment conducive to learning due to large sizes of teaching batches and inadequate maintenance of infrastructure. Eighty-six per cent of students were not satisfied with learning experience during clinical postings attributing it to 'doctors being too busy to teach in clinics'. There is dissatisfaction among students indicating their desire for improved methods in medical education. Suggestions include short-term reforms such as encouraging interdepartmental planning and introducing problem-based learning, coupled with long-term measures such as improving infrastructure.

РАЗРАБОТКА МЕЖВЕДОМСТВЕННОГО ОПЕРАТИВНОГО ПЛАНА САНИТАРНО-ПРОТИВОЭПИДЕМИЧЕСКИХ (ПРОФИЛАКТИЧЕСКИХ) МЕРОПРИЯТИЙ В ПУНКТАХ ПРОПУСКА ЧЕРЕЗ ГОСУДАРСТВЕННУЮ ГРАНИЦУ РОССИЙСКОЙ ФЕДЕРАЦИИ В РЕЖИМАХ ПОВЫШЕННОЙ ГОТОВНОСТИ И ЧРЕЗВЫЧАЙНОЙ СИТУАЦИИ САНИТАРНО- ЭПИДЕМИОЛОГИЧЕСКОГО ХАРАКТЕРА

In this paper we describe the order for developing of interdepartmental operational plan of sanitaryantiepidemic (preventive) activities in border checkpoints of the Russian Federation. The plan composition is proposed with the identification of activities for participating bodies and organizations in the border checkpoints on high-alert status and in emergency situation of sanitary-epidemiological character.

Projects Implementation Col•laboratius Socio-Sanitary Girona (PIAISS)

Introduction : The Program for Prevention and Care of Chronic Disease in Girona (CRONIGICAT) 1 From 2011 has developed its objectives to provide a level of quality of integrated care for chronic patients. In early 2014 began to develop under this same direction, a strategy regarding social services of the territory, that within the framework of the Interdepartmental Plan Assistance and Social Intervention and Health (PIAISS) of the Department of Health of Catalonia mark sheet route in different areas of Girona. Practice description : The strategy implemented in our territory aims to achieve integrated social and health care to better respond to patients considered most vulnerable priority Patients with Mental Disorder, Chronic Patients complex (PCC) and Advanced Chronic Disease (MACA). The scope includes 29 primary care teams (EAP) of the Catalan Institute of Health (ICS), 3 EAPs Healthcare Institute (IAS), 4 Consortium of Social Services Girones, Garrotxa, Pla de l'Estany and Alt Emporda, and 4 reference hospitals. With a population of about 400,000 people assigned. The strategy is to develop a col • laboratory between social and healthcare tailored to each territory depending on your organization's work. Results and Impact : The impact assessment of projects comprehensive care is complicated by the participation of different interest groups may have differing views on what results are considered more important. a strategy of qualitative and quantitative evaluation is used. 1.Evaluacion qualitative degree of Territorial implementation of socio-integrated health care: Your valuation as high, medium or low is based on four criteria: 1.1. Having well defined and agreed goals. 1.2. Having identified who works well and who leads. 1.3. Having planned action. 1.4. Having indicators of process and outcome. Rating 4 territories in the implementation phase: HIGH: Garrotxa and Pla de l'Estany MEDIA: Girones BAJA: Alt Emporda 2. Evaluation with quantitative: 2.1. Number of shares companies evaluated. 2.2. Indicators consensus on attention to chronicity made by Aqua. It is shown as an example of the Garrotxa Source: Data from the Observatory website Health System of Catalonia. summaries 2014 Data format: Indicator - Value - Reference in Catalonia Hospital emergency rate - 447-428 Emergency Level 4 and 5 of triage (%) - 61.8 to 67.1 Emergency rate level 4 and 5 selection - 281-299 1.000h avoidable hospitalizations .-- 7.3 to 9.8 COPD hospitalizations for 1.000h .-- 0.9 to 2.10 Hospitalizations from 2.08 to 3 .-- ICC 1.000h polypharmacy patients (%) - 0.002 to 0.07 Population served in home care (%) program - from 6.11 to 10.3 average stay of hospital care - from 4.6 to 6.1 emergency admissions (%) - 62.5 to 66.2 hospital mortality (discharge) by ICC - 10.3 to 8.50 Total mortality 30dies CHF - 15.7 to 12.1 Readmissions within 30 days for selected causes - from 5.9 to 9.6 Readmissions within 30 days ICC - 7.5 to 14 Readmissions within 30 days for COPD - from 12.6 to 16 emergencies admitted (%) - 5.9 to 12 best results are observed compared with the values of Catalonia for almost all indicators Featured We appreciate the need for a body to ensure that the commitment set out in the Governance Body develops within a reasonable time and in the manner, according to the targets set in each territory. The implementation process has led to a learning common work that has enabled initiate some actions as unify the terminology, identify the target population, and to avoid duplication. It has also allowed establish dynamic shared work to agree on the minimum data necessary and indispensable to share. Conclusion : As for sustainability and transferability consider essential use for evaluation indicators consensus and aggregate data compiled by the Department of Health itself. The advantages of this option are obvious. It is an independent source of information with a high degree of validity and reliability. It allows sharing the same results between suppliers with a common terminology and a global vision. Data are published and are accessible online on the website of Health System Observatory of Catalonia. Therefore, decrease own costs associated with the combine • selection, processing and data analysis. It is information that is used by the Department of Health to purchase services. Complement associated with the qualitative evaluation allows to assess the impact of socio-health care more integrated locally.

Integrating terminology for integrated care

Introduction: Our aging population, with more vulnerable people with complex needs, is the context in which the Catalan Government has created the PIAISS plan (Interdepartmental Plan for Health and Social Care and Interaction). The plan is to transform a fragmented and largely uncoordinated model into a multidimensional care model that takes into consideration different kinds of personal needs in conjunction, integrating social care systems with health care systems. To achieve this integration successfully, a strong conceptual framework must be constructed, in which terminology will play an important part. For example, which term should be used: self care or self-management? Or, more importantly, what do terms such as care management, transitional care, home care services or complex situation mean in an integrated care model? Agreement on the definition of the basic terms of integrated health and social care is seen as a key element for combining two different points of view to create a single vision of the new care model. Since language mediates a particular vision of reality, when creating a new care model it seems important to focus on terminology.Methods: Given this context, the different parties involved in the care model transformation have been invited to take part in a dialogue to reach consensus on the basic Catalan terminology of integrated care, led by PIAISS and TERMCAT, the centre for terminology of the Catalan Government. Like the integrated care model itself, this project involves integration based on collaboration between the different parties, and takes an integral approach, as the integrated care terminology will be examined from multiple angles. The methodology used is inspired by a previous experience in which different professionals and institutions established the basic terms and definitions of chronic care. However, the current challenge is greater, as it is necessary not only to join up the terminology from different health sectors but also to integrate the terminology from the different health sectors and from the health and social sectors.Results: The result will be a free online dictionary of approximately 100 terms in Catalan with equivalents in English and Spanish, and with the definitions in Catalan agreed upon by leading experts from the different parties involved in the new care model. The process of producing the dictionary, as already mentioned, will help in the care model transformation, but it is also thought the dictionary itself will be a useful tool for people working in these professions. It is expected that a working version of the dictionary will be ready to present in May 2016.Discussion: In the dictionary’s current phase of production, experts from PIAISS and external consultants have been involved in a selection of the basic terminology. Each has proposed 25 key terms, and overlaps between the proposals are being used to select the most popular terms in integrated care the dictionary’s basis highlighting terms such as atenció integrada (‘integrated care’) atenció integral (‘integral care’), atenció centrada en la persona (‘person-centred care’), apoderament (‘empowerment’), fragilitat (‘fragility’), complexitat (‘complexity’), pla d’atenció compartit (‘shared care plan’) and cuidador (‘carer’). Next, references from the bibliography which includes two previous online dictionaries produced by TERMCAT* will be used to classify the terminology into three groups:- New terms;- Terms traditional in one of the two care systems, health care or social care, for which it will be necessary to extend the definition in use;- Terms typical in both sectors, for which it will be essential to integrate the two definitions.Reaching a consensus on the terms in the third group will probably be the aspect that requires most attention, so it is planned that the definitions of these terms will be discussed and agreed upon in a special work session with the presence of the experts that best represent each sector and various specialists in terminology from TERMCAT. The agreements from this meeting will be raised to the final decision of the Supervisory Council, the official body responsible for the establishment of Catalan Terminology.Conclusion: To conclude, the collaborative, person-centred character of the integrated care model is also key to the integration-based terminology work that will help build a strong conceptual framework to enable care transformation. Moreover, even though the object of this project is Catalan terminology, the agreements for Catalan terminology should be useful for other contexts, as the discussion is not based on linguistic questions but primarily on the concepts that are central to integrated care, which should be established in all instances of care transformation.

We move forward the integration: Salut+Social

Introduction : In June 2014 an innovative experience that made it possible to carry out a health and social monitoring of the patients was initiated in Amposta. It is a coordination project with the help of the application Salut+Social [Health+Social] created to establish a quick and fluid communication between the Amposta primary care centre from the Institut Catala de la Salut and the social services (SS) from the Amposta City Council. This project was born out of the common concern of the primary care professionals from the CAP and the municipal social services, both from Amposta, with the intention to provide and integrated, efficient and high-quality attention to the patients with the need of complex social and medical cares: complex chronic patients (CCP), advanced chronic disease (ACD), home health care (HHC), patients with a 2nd or 3rd dependence degree or with home care services (HCS). Brief description : The objectives of the project are to guarantee the continuity of the healings, strengthen the patients and their families autonomy, improve the assistance, reducing its variability and increasing its quality, establish a fluid and bidirectional communication, avoid duplicating efforts, coordinate the actions between the professionals, establish an interaction through an instant e-mail messaging service and integrate the social and medical services. After several meetings between the SS professionals from the Amposta City Council and those from the CAP and being aware of the importance of both assistance levels, an interdisciplinary team was created. This team, together with the IT department from the Terres de l'Ebre unit, created the ICT tool SALUT+SOCIAL. The initiative has gone ahead thanks to an agreement between the ICS and the Amposta City Council in order to share information through the tool. The app, after the user sign up, lets the professionals to share its information and changes made after each visit always respecting the data confidentiality. Conclusions : Speeding up of the procedures, communication and coordination improvement, IT app, in-person sessions, joint effort, framework updating, integration of the social professionals in the CAP once a week, fluid communication, improvement of the accessibility for the user. The tool has been the salutary lesson because with it we have been able to build an integration project, the social professionals from the City Council go to the CAP once a week in order to meet the rest of professionals and talk about each of the cases from the app and other ones that may need a specific work too. 934 users are included in the application and 983 movements (messages) have been carried out in order to treat 134 users in collaboration between both services. The social professionals from the reference hospitals and the case manager, who work with the app and go to the coordination meetings to follow up the cases, have been incorporated to the project too. Lessons learnt : The concept of services integration makes the attention to the user from a global vision possible. The joint effort allowed the long term consolidation of both teams coordination. It is necessary to move forward the integration of the medical and social systems in order to address the chronicity. While the project was progressing, we have been presented with new challenges that we are now developing. We have incorporated the possibility of making the common interventions with the patients that do not comply with the usual requirements (CCP, HHC, HCS, etc.), but that they need it because they are complex care or social cases not known. We have achieved the maximum integration of the health and social services for the benefit of the patient and also the updating of the public services. We have made a great dissemination of our task presenting the project to different territories, conferences and congresses. We are now adapting the health professional schedules for the coordination of the social services. We have developed the app for tablets and we are on the implementation phase in order to go to the patient home and directly registering the data. We have implemented the tool Business Intelligent: Pentaho in order to work with the data and establish an analysis and treatment, and we are developing the evaluation indicators. The project Salut+Social is included in the second line of action of the Health plan referring to the treatment of chronic patients using the new technologies and communication systems in order to create an innovative and accessible attention system for the chronic patients through an interdepartmental vision. Other frameworks are the governmental agreement from the Interdepartmental plan for the health and social attention and interaction.

ACTIVA´T PER LA SALUT MENTAL: patients and caregivers as managers for integration of care and services in Mental Health

Activa´t per salut mental : patients and caregivers as managers for integration of and services in Mental Health main goal of project ACTIVA’T PER LA SALUT MENTAL(“Get active for mental health””) is to promote people with mental disorders and caregivers as managers of own integrated care. It’s apilot project for three years to address the gaps identified in order to consolidate a specific service in the portfolio of public services. project is a partnership formed by professionals, family members and people with severe mental disorders, developed jointly by the Catalan Federation of Mental Health and the Health Department of the Catalan Government, in collaboration with 12 local mental services and12 families and users associations. In Catalonia 54 714 people with severe mental disorders have been attended in 2014, 32.2% of the total at mental centers for adults. Mental disorders influence in on all family members: between 40% and 90% of people with mental disorders live in or have frequent and close contact with their families, who provide physical and emotional support at long term. Catalan government prioritizes public policies for family and empowerment in Mental Health from the regulatory framework (PINSAP - Interministerial Public Health Plan; PIAISS - Interdepartmental Plan for Care and Social and Health Interaction; Health Plan 2011-15; Plan for Mental Health and Addictions; and Integral Mental Health Plan), and from studies that recognize deficiencies: The relationship between users and professionals in the field of mental health (2007); Needs of family care (Dep. Health, 2009); Itineraries in mental health: needs of users and their families in the therapeutic (Health Department 2010). Aims : - Provide useful tools for the daily management of mental disorders for families and people with mental problems and promoting their own mental health. - Increasing the degree of influence and control that families and people with mental problems play on their own lives and processes of recovery, and their participation in the Health System. - Develop spaces that improve social cohesion as a tool to reduce vulnerability for families and people with mental problems, through the establishment of peer support iniciatives. - Encourage joint action of health, social, advocacy and other networks to ensure the adequacy and continuity of care. - Assess the results and measure the impact of the program in relation to its objectives. Methodology : A common circuit is developed with a continuum of services from the vision to the social-based community approach: - Psychoeducative training for people with mental problems (Klau de Re) and family (PROENFA), by mental services. - Training on empowerment (PROSPECT) for people with mental problems, families, and and social professionals, by the advocacy groups. - Participation in peer support groups for people with mental problems and their families, by the advocacy groups A shared professional, integrated in networks, coordinates the circuit. He acts as a referent for information on mental issues on the basis of a comprehensive vision, accessibility and active listening. All support tools used at the project are validated (training programs, brochures, guides...) evaluation strategy focuses on outcomes at three levels: the family, the person with mental problems and the impact on the system,. Key findings : - Implementation has started in 12 Catalan cities in partnership with mental centers and associations of users and families, and the centralized information service at the Federation. - 220 people ( 110 families) have been surveyed. - More than 500 inquiries have been attended from February 2015. Highlights : - Great interest among the different stakeholders - Difficulties during the recruitment process to attract participants respecting strict criteria. - great need identified is not associated with a sign of commitment and availability for training. - Integrating social local networks and system has been difficult but successful in all pilot locations. - Integration of diferent information sources (administrative data bases and outcomes surveys) allow a precise diagnosis of the situation of family units Conclusions : - Results available in September 2016. - project is deployed in 12 different municipalities, but the results are transferable since it works with approved materials. - It is sustainable because it reduces public costs, addressing individual needs as a group, and, improving the tools to be autonomous in recovery, reduce the need for care. Collaboratos : Active for mental health project recieves the support of the four Catalan Province Councils, the Barcelona City Council, the Ministry of Health, Social Services and Equality, and Ivalua; and it’s has also private financingt by Obra Social la Caixa, Otsuka, Lundbeck, Janssen Roca i Pi Foundation, Roviralta Foundation and Roca Salvatella.

Salud en Todas las Políticas e intersectorialidad en la promoción de la salud: el Plan Interdepartamental de Salud Pública (PINSAP) de Cataluña

In February 2014, the autonomous government in Catalonia, the Generalitat de Catalunya, approved the Catalan Public Health System Interdepartmental Plan (PINSAP, as per the Catalan acronym), responsible for the strategy in Catalonia for Health in All Policies, as recommended by the WHO and other international institutions. The PINSAP, as outlined under the Catalan Public Health Law, is binding for the government. The Plan was drawn up by the Interdepartmental Health Commission (CIS, as per the Catalan acronym) and is a collaboration between all Departments of the Generalitat. The Plan also receives contributions from 42 local, social and scientific bodies. Apart from the specific initiatives performed by each department which have a greater impact on health, the Plan proposes 30 initiatives, which are defined by their collaboration between public sectors, targeting determining health factors and paying special attention to combating inequalities and measuring the impact on health. The PINSAP encourages interdepartmental initiatives and collaboration between public sectors regarding determinants of health. Although it is only in its first year of implementation, many of their initiatives are already up and running and involving many healthcare professionals in Catalonia.

A process of implementing regional programs for the prevention of non-communicable diseases: two-year results

rS subjects, and to work out a regional interdepartmental plan of actions in order to prevent chronic noncommunicable diseases and to form HlS, the elaboration of which is still in its infancy in the rF now.

Commentary

The author argues that a particular kind of departmental leadership is needed lest medical education become hostage both to distant management through regulatory metrics (which can displace local, institutional creativity) and to the financial pressures within the institution. Departmental chairs themselves have often been seen as barriers to successful integration and redesign of medical school curricula. The vice-chair for education is a critical figure in achieving this new kind of leadership.The author describes three forms of curriculum planning and management: phase 1, where the department chair makes the decisions; phase 2, dominated by regulation from above (in part a reaction to problems with the phase 1 approach); and phase 3, the author's vision of an approach in which decisions occur within departments but with an awareness of the institution as a collaborative system, and grounded in educational theory and research. The vice-chair for education would have a key role, carrying out interdepartmental planning and assessment for the chairs, who would provide them the needed time, training (in leadership and in educational theory and practice), support (from professional educators, with advanced degrees in education), and routes to academic advancement.Responding effectively to a complex and changing environment requires senior leaders at the middle-management level (such as vice-chairs for education) who are well trained in both the content of their specialties and also in interpersonal and collaborative skills, and who have the desire to reach a common future.

The Meaning of Diplomacy Policy on the China's Present Overseas Chinese Affairs

In the recent years, with the increasing global influences of overseas Chinese, China not only transformed from an “internal overseas affairs” to an “external overseas affairs”, but also facilitated the forming of numerous overseas affairs organizations rapidly under the “multiple development” overseas affairs policy. It also formed the deeply-rooted six major systems: Highest decision-making body for overseas affairs policy; Political forum for overseas Chinese, Plan implementation body for overseas affairs, Interdepartmental plan implementation body for overseas affairs, other negotiating body for overseas affairs, and party system for overseas works.

An Interdepartmental Plan of The Government of Catalonia to Promote Exercise Prescription among Adult Population

An Interdepartmental Plan of The Government of Catalonia to Promote Exercise Prescription among Adult Population

Rewiring Interventions? UK Provincial Reconstruction Teams and ‘Stabilization’

This article explores developments in the UK's institutional arrangements for managing ‘stabilization’ operations. It suggests that ‘stabilization’ activity takes place within a different framework of priorities from either ‘development’ or military-led ‘hearts and minds’ frameworks. It argues for a sharpening of, and to some extent a returning to basics for, Civil–Military Cooperation (CIMIC) while creating capabilities for a more developed form of ‘stabilization CIMIC’. It also highlights the need for new and widely understood institutions that enhance the capacity for comprehensive and integrated (rather than sequential or coordinated) interdepartmental operational planning. It stresses the difficulties with stabilization models that imply a generic sequencing of activities, rather than approaches that represent a mixture of simultaneity and ‘critical path analyses. The debates framed in this article are rooted in institutional developments witnessed in 2006 and 2007.

Preparing for a National Emergency: The Committee on Conservation of Cultural Resources, 1939–1944

In March 1940 the U.S. National Resources Planning Board established the Committee on Conservation of Cultural Resources to plan for the protection of federal cultural institutions during national emergencies. The committee provided a mechanism to bring officials together to consider protective measures for and evacuation of valuable books, paintings, and artifacts well before the United States entered World War II. After the Japanese attack on Pearl Harbor, the committee executed its plan to recommend protective action to cultural institutions nationwide. As a forerunner of interdepartmental cooperation, national emergency and preservation planning, and federal cultural leadership, the committee’s experience provides an early example of the challenges of disaster planning.

The Integrated Management Approach to Marketing

The basic objectives of the business firm cannot be optimized by internal departmental planning, says this author. He argues that the satisfaction of departmental goals too frequently conflicts with other departmental goals and company objectives. Optimum interdepartmental planning is called INTEGRATED MANAGEMENT and training in this area is greatly needed in modern schools of business.

The Integrated Management Approach to Marketing

The basic objectives of the business firm cannot be optimized by internal departmental planning, says this author. He argues that the satisfaction of departmental goals too frequently conflicts with other departmental goals and company objectives. Optimum interdepartmental planning is called INTEGRATED MANAGEMENT and training in this area is greatly needed in modern schools of business.