As the United States faces increasingly difficult and trenchant public health problems, from the Zika virus to the obesity epidemic to the opioid crisis, population health is a growing area of concern for public health organizations, particularly how to care for populations effectively on a shoestring budget. Though little discussed in the mainstream media, community health improvement organizations are increasingly partnering and forming coalitions with local hospitals, working together to improve traditional medical care. But with the pace of change in health care policy, these coalitions must be thoughtfully lead and managed. This new book from John W. Moran, Senior Quality Advisor to the Public Health Foundation, demonstrates how to build, operate, manage, and sustain a community health improvement coalition once it is formed. Offering the reader practical examples and guidance on forming and sustaining a community health coalition, this book demonstrates the ways in which the success of a coalition depends upon a stable anchor organization and a committed leader. Chapters focus on each of these roles and how to achieve success in each: examining what needs improvement, why it is important to improve now, how it will be done, and where in the community improvement can have the most impact. The last chapter offers a case study exploring a community health coalition and leader to illustrate application of the concepts introduced throughout the book. Transforming Community Health through Leadership is designed specifically to prepare governmental public health, health care, and community leaders to take advantage of the ever-changing landscape of public health and health care in concrete ways to improve population health.
Das Konzept des Quality Function Deployment (QFD) setzt mit Hilfe einer Reihe von Matrizen Kundenwünsche in Konstruktions- oder Designerfordernisse um. Die Konstruktions- und Designerfordernisse wiederum werden umgesetzt in Produkt- bzw. Teilprodukteigenschaften, die ihrerseits wieder auf Produktionsprozesse und anschließend auf spezielle Prozeß- und Steuerungsmechanismen übertragen werden. Dieses Buch wendet das QFD Konzept auf eine Reihe von unternehmerischen Schlüsselthemen an, die bislang unbehandelt geblieben sind, wie z. B. ISO9000, Service Design, Robust Design und Software Design. Das Buch wird mit Begleitdiskette geliefert, die mit der entsprechenden QFD Software ausgestattet ist. (11/97)
The public health industry has recognized the value of continuous improvement. Quality Improvement (QI) teams are engaged across the country in identifying root causes of the issues which prevent us from providing the best public health services to communities and individuals. The tools of quality, when used effectively, will truly make a difference in the public’s health. It is time to take a more advanced approach for cross functional and long-term improvements that will achieve the systems level results the public deserves. The purpose of this book is to introduce the concepts embedded in Quality Function Deployment (QFD) and Lean Six Sigma to help Public Health professionals in their implementation of quality improvement within their agencies. The tools and techniques of QFD and Lean Six Sigma can help problem solving teams by providing insight into customer needs and wants, the design and development of customer centric processes, and mapping value streams. Both QFD and Lean Six Sigma focus on doing the most with the resources we have. The methods in this text are the next step to harness the energy, enthusiasm, hard work, and dedication of our public health workforce to make a lasting difference. By effectively expanding the use of QI tools and techniques, we can, and will, improve our nation’s health and the health of the many communities we serve.
Nebuchadnezzar I (r. 1125-1104) was one of the more significant and successful kings to rule Babylonia in the intervening period between the demise of the Kassite Dynasty in the 12th century at the end of the Late Bronze Age, and the emergence of a new, independent Babylonian monarchy in the last quarter of the 7th century. His dynamic reign saw Nebuchadnezzar active on both domestic and foreign fronts. He tended to the needs of the traditional cult sanctuaries and their associated priesthoods in the major cities throughout Babylonia and embarked on military campaigns against both Assyria in the north and Elam to the east. Yet later Babylonian tradition celebrated him for one achievement that was little noted in his own royal inscriptions: the return of the statue of Marduk, Babylon’s patron deity, from captivity in Elam. The Reign of Nebuchadnezzar reconstructs the history of Nebuchadnezzar I’s rule and, drawing upon theoretical treatments of historical and collective memory, examines how stories of his reign were intentionally utilized by later generations of Babylonian scholars and priests to create an historical memory that projected their collective identity and reflected Marduk’s rise to the place of primacy within the Babylonian pantheon in the 1st millennium BCE. It also explores how this historical memory was employed by the urban elite in discourses of power. Nebuchadnezzar I remained a viable symbol, though with diminishing effect, until at least the 3rd century BCE, by which time his memory had almost entirely faded. This study is a valuable resource to students of the Ancient Near East and Nebuchadnezzar, but is also a fascinating exploration of memory creation and exploitation in the ancient world.
Sir John French had been appointed Chief of the Imperial General Staff (CIGS) in March 1912 and was promoted Field Marshal in June 1913. Following the Curragh incident in March 1914 he was forced to resign, nevertheless when war broke out he was given command of the BEF; he was nearly sixty-two years of age. Critics have argued that French's military experience, ability, acumen and temperament showed he was unfitted for such a command. Certainly his moods swung like a pendulum from over-optimism to deepest gloom. He was convinced during the retreat from Mons that disaster was inevitable, to the point that Kitchener had to come out and stiffen his resolve. In May 1915 he sacked Smith-Dorrien, commanding Second Army, among other things for making a stand at Le Cateau, (26/27 August 1914) having previously commended him for his action (see Despatch dated 7 Sep 1914). Following the unsuccessful attack on Aubers Ridge in May 1915, as a means of bringing pressure to bear on the government he revealed details of what he held to be the scandal of ammunition shortages to the military correspondent of The Times, and the ensuing article played a significant part in the decision to form a coalition government. The failure of the Loos offensive, the culmination of a year of failures, was the final nail in the coffin, especially as there was a sharp disagreement between French and Haig (commanding First Army which fought the battle) about the former's handling of the reserve. French claimed in his despatch dated 15 Oct 1915 that he had put the 21st and 24th Divisions from GHQ reserve at Haig's disposal at 0930 25th September and the Guards Division on the morning of the 26th. Haig formally protested that these statements were incorrect, that these divisions did not come under his command till later than stated and he wished that fact to be placed on record. In December 1915 This book contains eight despatches. The first, dated 7th Sep covers the arrival of the BEF in France, the Battle of Mons and the retreat to 28th Aug. The second takes the story on to 10th Sep describing the Battle of the Marne and the advance to the Aisne. The next despatch deals with the Battle of the Aisne and, of especial interest to medallists, is accompanied by the complete list, by regiments, of all Mentioned in Despatches since the beginning of the war. Subsequent despatches cover 1st Ypres, the Winter Campaign, Neuve Chapelle, 2nd Ypres (German gas attack) and Loos with three more lists of MiD awards totalling some 360 pages.
During the first World War, a flag with a gold star identified families who had lost soldiers. Grieving women were "Gold Star" mothers and widows. Between 1930 and 1933, the United States government took 6,654 Gold Star pilgrims to visit their sons' and husbands' graves in American cemeteries in Belgium, England, and France. Veteran Army officers acted as tour guides, helping women come to terms with their losses as they sought solace and closure. The government meticulously planned and paid for everything from transportation and lodging to menus, tips, sightseeing, and interpreters. Flowered wreaths, flags, and camp chairs were provided at the cemeteries, and official photographers captured each woman standing at her loved one's grave. This work covers the Gold Star pilgrimages from their launch to the present day, beginning with an introduction to the war and wartime burial. Subsequent topics include the legislative struggle and evolution of the pilgrimage bill; personal pilgrimages, including that of the parents of poet Joyce Kilmer; the role of the Quartermaster Corps; the segregation controversy; a close examination of the first group to travel, Party A of May 1930; and the results of the pilgrimage experience as described by participants, observers, organizers, and scholars, researched through diaries, letters, scrapbooks, interviews, and newspaper accounts.
Little in the current world is simple. Nothing comes in a box for us to add water and stir. There are those, however, who have been successful and who are willing to share their success. The messages in The Public Health Quality Improvement Handbook are from leaders, physicians, practitioners, academics, consultants, and researchers who are successfully applying the tools and techniques they share. The chapters are written to support the leaders and workforce of our public health community. This book, a collaboration between ASQ and the Public Health Foundation, is an anthology of chapters written by subject matter experts in public health who are successfully meeting client needs, working together to maximize outcomes, and expanding their collaboration with community partners to encourage better health within neighborhoods, counties, and states. There has never been a better time or a more needed one for us to harness the energy, enthusiasm, hard work, and dedication of our public health workforce to make a lasting difference. By effectively using quality improvement tools and techniques, we can and will improve our nation’s health.
Bill Shanahan was troubled by his line company duty in Vietnam: whenever his unit went on patrol, the North Vietnamese Army and Viet Cong could hear them coming. His unit didn't have a chance against an enemy that quietly emerged from the jungle like ghosts-and just as quickly disappeared. Shanahan wanted a better way to fight . . and to stay alive. And so, just four months after he arrived in Vietnam in 1968, he joined the LRPs (Long Range Patrol).The mission of the Lurps, as they were called, was dangerous: Five- or six-man teams were dropped into the dense forest behind enemy lines. They were to observe enemy troop movements and stage ambushes that sometimes ended in fierce firefights. When their mission was over, they called for quick helicopter rescue. Back on base, they debriefed and tried to sleep off the adrenaline. Two days later they were back in the brush. The missions changed, but one goal was always the same-stay alive.In hard-hitting prose, Bill Shanahan, with co-author John Brackin, tells his story of survival behind enemy lines.
This book is written for the individual who leads the organization, whether as CEO, senior manager of a major operating function, department manager, or senior technical contributor. It is for those who are in a new organization, new role, new position, or want to refocus an existing role. For those not in these roles but aspiring to them, this book will give you tools, tips, and techniques to help you focus your career.Executive Focus: Your Life and Career is about. Keeping the organization momentum going in the right direction. Keeping the ship on course! Looking for danger. Making contingency plans! Bringing balance to your professional and personal life. Using your creative leadership energy to get where you want to go. With a combined 70 years experience as President, Executive Vice President, senior manager, and other leadership positions, authors Duffy and Moran provide you with the skills to anticipate and plan for changes in your personal or organizational career. You’ll learn how you align your career with your skills, education, experience, knowledge, and proficiency so they are all in the right place in your life. When this happens you have Executive Focus.
Performance management can be an uncomfortable topic within the discipline of public health. Written by leaders in public health performance management and quality improvement, this book carefully explains what public health performance management is – and makes a strong case for why it is needed to tackle successfully the long-standing health issues plaguing communities and states. Notably, the book eschews the need to invest in technology or to learn a new performance management vocabulary. Rather the authors advocate for more thoughtful use of the resources already available in the organization, relying on public health leadership working in conjunction with well trained staff to manage their own organizational performance. To be broadly accepted within public health, performance management concepts and models have to be framed and populated with public health examples, and this book offers a wealth of practical insights and case studies that may be immediately applied to public health organizations, from assessing an organization’s needs, introducing a performance management system to the organization, developing an agency’s goals and targets, to implementation of sound performance management systems and plans. Collaborative Performance Management for Public Health is required reading for all public health leaders and employees concerned with maximizing the health impact of scarce resources.
Dour-faced Moe Howard with his sugar-bowl haircut, his bald, chubby brother Curly and frizzy-haired Larry have poked, slapped, ear-yanked and nose-twisted their way into people's hearts across the world - and into film history. Their nearly 200 two-reel comedies, made between 1933 and 1958, have been translated into over 25 languages, entertained nearly six generations of fans and are seen somewhere in the world every single day. The Three Stooges Scrapbook is a historical overview of their time in showbusiness.
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