Novartis and the United Nations Global Compact Initiative

The spirit of the Global Compact found fertile ground and has become an integral part of Novartis corporate strategy since the enterprise was formed by the merger of the two large Swiss pharmaceutical companies, Sandoz and Ciba, in 1996. Following a four-year concentration on economic consolidation and performance, Daniel Vasella (Chairman and CEO) signed the Global Compact. Together, productivity-based economic performance and a proactive approach to the expectations of society are envisioned as the key to long-term corporate success in the rapidly integrating global economic, political, and social environment of today’s large multinational corporation. This paper outlines the Novartis strategy and its implementation including the coalescing role of the Global Compact in the drive for sustainable corporate development. Following a review of extending corporate strategy to incorporate social concerns into the economic business model, the process of implementing the strategy will be assessed. In part three, specific examples of this strategic positioning will be outlined.http://deepblue.lib.umich.edu/bitstream/2027.42/39911/3/wp526.pd

Novartis and the United Nations Global Compact Initiative

The spirit of the Global Compact found fertile ground and has become an integral part of Novartis corporate strategy since the enterprise was formed by the merger of the two large Swiss pharmaceutical companies, Sandoz and Ciba, in 1996. Following a four-year concentration on economic consolidation and performance, Daniel Vasella (Chairman and CEO) signed the Global Compact. Together, productivity-based economic performance and a proactive approach to the expectations of society are envisioned as the key to long-term corporate success in the rapidly integrating global economic, political, and social environment of today’s large multinational corporation. This paper outlines the Novartis strategy and its implementation including the coalescing role of the Global Compact in the drive for sustainable corporate development. Following a review of extending corporate strategy to incorporate social concerns into the economic business model, the process of implementing the strategy will be assessed. In part three, specific examples of this strategic positioning will be outlined.Novartis, Pharmaceutical Industry, UN Global Compact, Gleevec, Novartis Institute for Tropical Diseases

State of Maine Information Technology Plans, 2000

https://digitalmaine.com/oit_docs/1022/thumbnail.jp

Patient Health Portal: user calendar perspective

In this paper, we do a brief literature review on portals and their stakeholders. Health portal stakeholders are identified, within their internal and external action to the system. It is also reported the results of an analysis made to a number of European, United States and Australia health portals. In this paper we propose a conceptual model of a patient health portal based on a calendar perspective. Users’ needs are reflected in this conceptual model. We also describe the implementation of prototype based on the conceptual model. The prototype was built in an open source content management system (Drupal). Our study does also include a statistical analysis of the preliminary results of a survey to a group of users

MS

thesisSeveral methods exist for monitoring software development. Few formal evaluation methods have been applied to measure and improve clinical software application problems once the software has been implemented in the clinical setting. A standardized software problem classification system was developed and implemented at the University of Utah Health Sciences Center. External validity was measured by a survey of 14 University Healthcare Consortium (UHC) hospitals. Internal validation was accomplished by: an indepth analysis of problems details; revision in the problem ticket format; verification from staff within the information systems department; and mapping of old problems to the new classification system. Cohen's Kappa statistics of agreement, used for reliability testing of the new classification systems, revealed good agreement (Kappa = .6162) among HELP Desk agents in consistency of classifying problems calls. A monthly quality improvement report template with the following categories was developed from the new classification system: top 25 problems; unplanned server downtimes; problem summaries; customer satisfaction survey results; top problems details; case analyses; and follow-up of case analysis. Continuous Quality Improvement (CQ) methodology was applied to problem reporting within the Office of Information Resources (OIR) and a web-based ticket entry system was implemented. The new system has resulted in the following benefits: reduction in problem resolution times by one third; improved problem ticket information; shift of 2 FTEs from call center to dispatch due to the increased efficiency of the HELP DESK; and a trend in improvement of customer satisfaction as measured by an online survey. The study provided an internal quality model for the OIR department and the UUHSC. The QM report template provided a method for tracking and trending software problems to use in conducting evaluation and quality improvement studies. The template also provided data for analysis and improvement studies. The template also provided data for analysis and improvement of customer satisfaction. The study has further potential as a model for information system departments at other health care institutions for implementing quality improvement methods. There is potential for improvement in the information technology, social, organizational, and cultural aspects as key issues emerge over time. There can be many consequences to the data collected and many consequences of change can be studied

Novartis and the U.N. Global Compact Initiative

The U.N. Global Compact initiative evolved from a challenge posed by Secretary-General Kofi Annan to the business community at the World Economic Forum in Davos in January 1999. I call on you--individually through your firms, and collectively through your business associations--to embrace, support, and enact a set of core values in the areas of human rights, labor standards and environmental practices. His vision is to give a human face to the global market. Over a year of intense interaction among business chief executive officers and associations, non-governmental organizations, labor unions, and four U.N. agencies led to the formulation of nine principles. Business is invited to embrace these principles, incorporating them into their strategies and decisions. At core, the nine principles are based on fundamental human rights as articulated in various U.N. documents. The base document is, of course, the 1948 Universal Declaration of Human Rights. Its broad acceptance provides a legitimate touchstone virtually anywhere in the world

Process and impact evaluation of the Greater Christchurch Urban Development Strategy Health Impact Assessment

<p>Abstract</p> <p>Background</p> <p>despite health impact assessment (HIA) being increasingly widely used internationally, fundamental questions about its impact on decision-making, implementation and practices remain. In 2005 a collaboration between public health and local government authorities performed an HIA on the Christchurch Urban Development Strategy Options paper in New Zealand. The findings of this were incorporated into the Greater Christchurch Urban Development Strategy;</p> <p>Methods</p> <p>using multiple qualitative methodologies including key informant interviews, focus groups and questionnaires, this study performs process and impact evaluations of the Christchurch HIA including evaluation of costs and resource use;</p> <p>Results</p> <p>the evaluation found that the HIA had demonstrable direct impacts on planning and implementation of the final Urban Development Strategy as well as indirect impacts on understandings and ways of working within and between organisations. It also points out future directions and ways of working in this successful collaboration between public health and local government authorities. It summarises the modest resource use and discusses the important role HIA can play in urban planning with intersectoral collaboration and enhanced relationships as both catalysts and outcomes of the HIA process;</p> <p>Conclusion</p> <p>as one of the few evaluations of HIA that have been published to date, this paper makes a substantial contribution to the literature on the impact, utility and effectiveness of HIA.</p