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The particular altering microRNA landscape simply by shade along with cloudiness: a cautionary story for areola aspirate liquid biomarker evaluation.
Although innovative organizations have the advantage of superior performance, the idea of adopting innovative practices and embracing risk taking at work can be intimidating, especially for those working in healthcare. When responsible for the health and safety of others, healthcare workers tend to gravitate away from ideas that could result in failure. The challenge of promoting innovation in a healthcare context can be addressed by creating an organizational culture of innovation - where innovative thinking is normalized, rewarded and even expected of employees. In this article, we share our journey and outline lessons learned in creating a culture of innovation at Holland Bloorview, Canada's largest pediatric rehabilitation hospital. It is our hope that those seeking to create a culture of innovation within their organization can learn from and apply these lessons in their own contexts.A new decade often begins with new life, new relationships and new purposes. Unfortunately, the start of this decade has been anything but, thanks to the rather unprecedented global crisis that has rapidly taken over our lives. COVID-19 - which seemed to be just a flu-like infection spreading modestly in mainland China - has suddenly became a pandemic that has crashed economies and broken health systems worldwide.A scientific paper published in the BMJ Open made international headlines by claiming that austerity policies led to 120,000 deaths in the UK (Watkins et al. 2017).As a chief nurse in Ontario during the severe acute respiratory syndrome (SARS) outbreak in 2003, I never thought I would experience anything even remotely similar, let alone exponentially worse, in my lifetime. Seventeen years and almost 17,000 km later, the COVID-19 crisis feels eerily similar in many ways, and completely different in others.
Primary care is the first line of defence in healthcare, particularly during the coronavirus disease 2019 (COVID-19) pandemic. In the London-Middlesex region of Ontario, a critical shortage of personal protective equipment (PPE) was identified among primary care physicians (PCPs).

With the help of the London-Middlesex Primary Care Alliance, volunteer administrators, physicians and medical students coordinated the acquisition and redistribution of community-donated PPE to PCPs across London-Middlesex. Our scope evolved to include PPE reusability and stewardship and PCP wellness.

Beginning on March 16, 2020, our initial four-week operation provided PPE to over 200 PCPs. We received 60 donations, including over 118,000 gloves, 13,700 masks, 700 wellness kits and reusable cloth masks and gowns. Each delivery included educational pamphlets, and our online PPE stewardship session was attended by over 30 physicians.

In response to the PPE shortage in COVID-19, our efforts evolved into a complex adaptive system, supported by an organizational body with a pre-existing communication infrastructure, to great success. Our scope extended beyond simple PPE provision to PCPs. Furthermore, our initiative established a framework for a centralized response to PPE shortage in Ontario Health West.
In response to the PPE shortage in COVID-19, our efforts evolved into a complex adaptive system, supported by an organizational body with a pre-existing communication infrastructure, to great success. Our scope extended beyond simple PPE provision to PCPs. Furthermore, our initiative established a framework for a centralized response to PPE shortage in Ontario Health West.Care coordination is a critical component of a strong primary care system. The Commonwealth Fund (CMWF) 2019 International Health Policy Survey of Primary Care Physicians polled physicians in 11 countries, allowing international and pan-Canadian comparisons of physicians' perspectives in this area. Canadian physicians indicated that there was room for improvement in coordinating care with those outside their practice, particularly specialists, home-based care providers and social services. Opportunities may arise in learning from higher-performing CMWF countries and in adopting new information technologies that are growing methods of facilitating communication across care settings.Earlier this year, the first wave of COVID-19 created new realities and risks, leaving an undeniable and indelible imprint on individuals, families and populations. Our collective response to the pandemic has shaped its evolution and changed the rules governing how we work, play and interact with one another. Will it also change healthcare? Will the change be forever and for the better?Social media platforms are low-cost tools that can be used to address issues in public health nutrition, especially in countries where health-related institutions experience economic limitations. We aimed to emphasize the benefits of using social media to promote health that have been documented to date. To show social media's positive impact on population health literacy, we briefly describe an inexpensive systematic communication strategy implemented in our research center through 2 social media platforms, the lessons learned, and the strategy's short-term results. Because social media use in public health is a new field of study, this perspective also focuses on the current limitations and gaps in evidence that need to be addressed to translate the best practices into policy recommendations. In conclusion, the perspective highlights the role that health actors and governments should take to maximize the benefits of social media use.Transportation to health care appointments is a well-known barrier for many people, especially people living in rural areas. At the Kennebec Valley Community Action Program (KVCAP), 1 of 8 regional transportation centers in Maine, a robust volunteer program consisting of 93 drivers complements a staff of 45 drivers and 23 office staff members. The volunteers drive approximately 5 to 40 hours per week and have served for an average 4.4 years (range, 1-26 y); their ages range from 23 to 88. SKL2001 The volunteer driver program consists of a volunteer coordinator who communicates with volunteers; staff members who schedule rides; a software application (app) that serves as an interface between the agency and the volunteers as they drive clients to and from medical and social service appointments; regular training; recognition events; and incentives. Most clients have no other transportation option and indicated in informal surveys conducted by KVCAP that they would not attend appointments if the volunteer program were not available.
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