OBJECTIVES

The purpose of this study was to develop a strategic plan using organizational development (OD) for the College of Allied Medical Professions (CAMP) to guide its management in facilitating its growth. This specific college in the study had faced various challenges due to changes such as a change in leadership and the occurrence of the global COVID-19 pandemic. This research assessed the different aspects of CAMP and proposed strategies for continuous improvement and adaptation to changes, whether internal or external.

The study utilized frameworks such as the McKinsey 7-S Model, SOAR (Strengths, Opportunities, Aspirations, Results), and Appreciative Inquiry (AI). These frameworks would help evaluate the institution's internal and external environment and provide input for the possible milestones of the OD roadmap. Data was to be collected using surveys, focus group discussions (FGDs), and key informant interviews (KIIs) with faculty, staff, and other stakeholders.

The findings highlighted CAMP's commitment to academic excellence, interdisciplinary collaboration, and innovative research, among other things. The college's structure, resource allocation, and staff development also needed improvement. Certain strategies were identified in accordance with CAMP's identity, current status, and desired outcomes.

The finalized strategic plan, using the OD interventions, showcased the identified strategies to enhance research capacity, collaboration, communication, and well-being among the college's constituents. Long-term and short-term objectives were established to ensure resilience during leadership transitions and other changes throughout the college's lifetime.

Introduction: Access to appropriate and timely care underpins the Republic Act 9707 or the Universal Newborn Hearing Screening and Intervention Act of 2009. However, less than 10% of babies born every year have been screened for hearing loss. The Hearing for Life (HeLe) research program aims to increase the rate of newborn hearing screening (NHS) nationwide through the development and deployment of novel digital health or eHealth technologies in government rural primary care health centers (PCHC). The HeLe is also built on the global call for increased and systematic use of eHealth to strengthen health systems. Effectiveness of eHealth innovations requires acknowledgment of the product’s life cycle; one consideration is organizational readiness at this development stage of the HeLe. Objective: This study assessed readiness of the eight PCHC selected to use the HeLe technologies. Methods: This research utilized the Khoja-Durrani-Scott (KDS) eHealth evaluation tool to assess the PCHC’s readiness level prior to the implementation of HeLe. The KDS tool was distributed through a self-administered survey; data was analyzed using descriptive statistics. Readiness is measured in terms of seven dimensions or outcomes resulting from the use of the HeLe technologies. Results: The study revealed that the eight PCHC were most to least ready, in decreasing order, in the following areas: Ethical, Health, Technology, Social & Cultural, Readiness & Change Management, as well as Economic, and Policy outcomes. The study affirms the PCHCs’ value for equity in health care, i.e., providing accessible NHS services in the community setting closest to where the families and their newborns are. Likewise, results confirm the PCHC staff’s preparedness for another set of innovations, through agreement with statements on Technology, Social & Cultural as well as Readiness & Change Management parameters. Conclusions The results informed the training and technical support strategies to be implemented by the HeLe program proponents. However, even in this early development phase of the HeLe technologies, the PCHC are already concerned with how to sustain NHS services after the research. Fully aware that the HeLe ICT tools need to be maintained and upgraded, the PCHC views that economic and policy support should also be in place to ensure continuous delivery of the ICT-enabled NHS services. While results are illustrative, usefulness is limited by the small sample size and character of the study sites. Nevertheless, social dimensions still have to be carefully considered as innovative NHS tools are introduced to primary care health workers nationwide. Researchers have to be deliberate in working with broader health systems and policy advocacy efforts to allow novel NHS technologies to be smoothly introduced at the community level and frontlines of care.
Telemedicine ; Health ; Technology ; Change Management ; Policy ; Ethics ; Primary Health Care

BACKGROUND: Small and medium enterprises (SMEs) are often the main pillar of an economy. Minor accidents, ergonomics problems, old and outdated machinery, and lack of awareness have created a need for implementation of safety practices in SMEs. Implementation of healthy working conditions creates positive impacts on economic and social development. METHODS: In this study, a questionnaire was developed and administered to 30 randomly chosen SMEs in and around Mumbai, Maharashtra, and other states in India to evaluate safety practices implemented in their facilities. The study also looked into the barriers and drivers for technology innovation and suggestions were also received from the respondent SMEs for best practices on safety issues. RESULTS: In some SMEs, risks associated with safety issues were increased whereas risks were decreased in others. Safety management practices are inadequate in most SMEs. Market competitiveness, better efficiency, less risk, and stringent laws were found to be most significant drivers; and financial constraints, lack of awareness, resistance to change, and lack of training for employees were found to be main barriers. CONCLUSION: Competition between SMEs was found to be major reason for implementation of safety practices in the SMEs. The major contribution of the study has been awareness building on safety issues in the SMEs that participated in the project.
Human Engineering ; India* ; Jurisprudence ; Practice Guidelines as Topic ; Surveys and Questionnaires ; Safety Management* ; Social Change