Workplace diversity encourages collaboration and innovation — every team member brings their own unique backgrounds, experiences, and perspectives at ICON. COVID disrupted clinical trials across all indications. Patient enrolment, participation, data collection, and more was forced to adapt to the challenges of this virus. Learn how patient advocacy organisations and rare disease communities are driving change in US public policy to make safe and effective treatment options available to all patients.
Glycomics has been a largely overlooked area of study. Nevertheless, it has the potential to have a significant impact on precision medicine and healthcare as a whole.
Each room has been thoroughly cleaned and disinfected, including all chairs, counters and examination equipment, he said. Chu Vision Institute in Bloomington, Minnesota, officially reopened May 4 but had been taking appointments with urgent and emergent patients.
In addition to mandatory face coverings for anyone inside the clinic, face shields or goggles are required for doctors, nurses and technicians during examinations. Face shields are made available to any clinic member who requests them. The unique challenges posed by the pandemic have required unique solutions, according to Kim Bartels , vice president of operations for Vance Thompson Vision. Six teams were formed from the pool of doctors and leaders, and each team was in charge of separate responsibilities: financial decisions, clinic communications, referring optometrists communications and patient communications.
A separate physician team was formed to gather information on COVID to stay abreast of breaking news and evaluate the impact on the practice and its patients, Bartels said. The teams met each day before lifting patient restrictions and continue to meet on a regular basis to address any new concerns.
Vance Thompson Vision continued to accept appointments for its most urgent and at-risk patients throughout the early days of the pandemic. The practice used the Paycheck Protection Program and the Family and Medical Leave Act to keep the team and practice as whole as possible. Keeping the doors open throughout the pandemic has been difficult, Barkey said, with the budget stretched thin and early on not knowing whether stimulus money or government assistance would be available.
Managers from all three locations met and determined how many employees were necessary to care for urgent patients. Fifteen employees were laid off.
Furloughing employees can bring about personnel conflicts and make clinics vulnerable to Equal Employment Opportunity complaints from staff members who may feel they were terminated unfairly. Human resources issues posed the biggest challenge for Chu Vision Institute after reopening. Due to personal safety concerns, not every staff member wanted to return when the clinic reopened.
Among those who did return, there were frequent callouts from work, which affected the morale of employees who showed up each day, Jacobs said. Several employees returned to work but changed their minds for various reasons, leaving the practice to rebuild a team on the fly, which has been challenging, Jacobs said.
It has been difficult to manage the backlog of patients that developed during the semi-closure, process new patients and manage the needs of current patients with a smaller staff. Creating the space to talk, listen and be compassionate has been critical in nurturing the team throughout all of this change.
Doctors set the example through their commitment to proper safety techniques and by practicing social distancing. Employees are provided with information for hour assistance for managing stress and anxiety. The pandemic has allowed practices to experiment with new technology and innovations that may become commonplace after the pandemic. Using technology to assist in registration and basic medical questions has been a big success at Virginia Eye Consultants, Spencer said.
Contents Introduction Key messages 1. Differences between public and private sectors pose unique challenges Figure 1 2. Financial rewards and job performance Figure 2 3. Performance incentives can backfire 4. Non-financial incentives can be powerful and cost effective 5. Recruiting more qualified, motivated staff Policy recommendations References Citation.
Key message 1 — Key differences between the public and private sectors pose unique challenges for improving government worker performance. Figure 1 View full screen. Close full screen. Footnotes 1 This section is based on Finan et al.
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