6 research outputs found
Best Practices for Virtual Care: A Consensus Statement From the Canadian Rheumatology Association
Objective. To develop best practice statements for the provision of virtual care in adult and pediatric rheumatology for the Canadian Rheumatology Association\u27s (CRA) Telehealth Working Group (TWG). Methods. Four members of the TWG representing adult, pediatric, university-based, and community rheumatology practices defined the scope of the project. A rapid literature review of existing systematic reviews, policy documents, and published literature and abstracts on the topic was conducted between April and May 2021. The review informed a candidate set of 7 statements and a supporting document. The statements were submitted to a 3-round (R) modified Delphi process with 22 panelists recruited through the CRA and patient advocacy organizations. Panelists rated the importance and feasibility of the statements on a Likert scale of 1-9. Statements with final median ratings between 7-9 with no disagreement were retained in the final set. Results. Twenty-one (95%) panelists participated in R1, 15 (71%) in R2, and 18 (82%) in R3. All but 1 statement met inclusion criteria during R1. Revisions were made to 5/7 statements following R2 and an additional statement was added. All statements met inclusion criteria following R3. The statements addressed the following themes in the provision of virtual care: adherence to existing standards and regulations, appropriateness, consent, physical examination, patient-reported outcomes, use in addition to in-person visits, and complex comanagement of disease. Conclusion. The best practice statements represent a starting point for advancing virtual care in rheumatology. Future educational efforts to help implement these best practices and research to address identified knowledge gaps are planned
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The Zale Corporation: A Texas Success Story
The study begins by examining economic, political, and social conditions in Tsarist Russia that prompted the Zale family to immigrate to the United States. They eventually settled in Texas where, as a boy, Morris Zale was introduced to the jewelry business. In his first store in Wichita Falls Zale developed the idea of mass marketing his merchandise, and in order to do so he offered credit to his customers. He also made extensive use of advertising. Both of those approaches were revolutionary in the retail jewelry industry. This study examines various methods used by Zale's to expand its holdings. In addition, attention is given to Zale's diversification in the late 1960's and early 1970's. Emphasis is given in the study to Zale's development of a vertically integrated structure. By purchasing diamonds directly from the Diamond Trading Company, Zale's has been able to process the stones at each stage—cutting, polishing, mounting, and marketing. Such an arrangement eliminated middlemen at each step, permitting Zale's to reduce markups and margins and still maintain necessary profit levels. This study examines several serious adversities that have confronted the company—racial and religious prejudice, the Depression, shortages brought on by World War II, potential competition from a synthetic diamond, and an internal scandal involving Zale's chief financial officer. In each case Zale's managed to emerge from the adversity stronger than it had been previously. From the outset Zale's objective has been to sell the greatest amount of jewelry to the greatest number of people at the lowest possible price, and this study indicates how successful the company has been in reaching that goal