WELCOME TO IMIA!

BOARD President Sabine Koch, Sweden (2019 - 2021) President elect Jack Li, Taiwan (2019 - 2021) Past President Chris Lehmann, United States (2019 - 2021) Secretary Petter Hurlen, Norway (2015 - 2021) Secretary elect Ursula Hübner, Germany (2020 - 2021) Treasurer Phil Robinson, Australia (2020 - 2023) Vice Presidents MedInfoNajeeb Al-Shorbaji, Jordon (2020 - 2023)MembershipDaniel Luna, Argentina (2018 - 2021)ServicesLina Soualmia, France (2020 - 2023)Special AffairsJennifer Bichel-Findlay, Australia (2019 - 2022)Working & Special Interest GroupsLuis Fernandez Luque (2019- 2022) CEO Elaine Huesing, Canada IMIA Web site: www.imia.org Regional Vice Presidents to IMIA APAMI: Asia Pacific Association for Medical Informatics Naoki Nakashima, Japan EFMI: European Federation for Medical Informatics Lacramioara Stoicu-Tivodar, Romania HELINA: Pan African Health Informatics Association Ghislain Kouematchoua Tchuitcheu, Germany/Cameroon IMIA-LAC: Health Informatics Association for Latin America and the Caribbean Marcelo Lucio da Silva, Brazil MENAHIA: Middle East and North African Health Informatics Association Dari Alhuwail, Kuwait North American Region James Cimino, United States IMIA Liaison Officers, ex officio WHO Liaison OfficerPatrick Weber, SwitzerlandIFIP Liaison OfficerHiroshi Takeda, JapanISO Liaison OfficerMichio Kimura, JapanIAHSI (The Academy) Liaison OfficerWilliam Hersh

Evaluation of the Family Liaison Officer (FLO) role during the COVID-19 Pandemic

Objectives: During the first wave of COVID-19 heavy restrictions were placed on hospital visitations in the United Kingdom. To support communication between families and patients a central London hospital introduced the role of the Family Liaison Officer. Communication within healthcare settings is often the subject of contention, particularly for patients families. During periods of crisis communication can become strained for patients and their families. We aimed to evaluate the rapid implementation of this role to provide guidance if it was required in the future and to explore the potential for this to become a standard role. Design: Service evaluation Setting: Single National Health Service hospital in London. Methods: Semi-structured video interviews with a convenience sample of 12 participants. Data were analysed using Framework Analysis. Participants: Family Liaison Officers (n=5) and colleagues who experienced working alongside them (n=7). Results: Key themes were identified from the interviews pertaining to the role, the team, the impact and the future. Two versions of the role emerged though the process based on the Family Liaison Officers previous background: Clinical Family Liaison Officers (primarily nurses) and Pastoral Family Liaison Officers (primarily play specialists). Both the Family Liaison Officers and their colleagues agreed that the role had a very positive impact on the wards during this time. Negative aspects of the role, such as a lack of induction, boundaries or clear structure were also discussed. Conclusion: The Family Liaison Officer was a key role during the pandemic in facilitating communication between patient, clinical team and family. The challenges associated with the role reflect the speed in which it was implemented but it was evident to those in the role and clinicians who the role was supporting that it has potential to help improve hospital communication, and the work of healthcare staff outside of a pandemic.

California's Stakeholder Matrix: A Liaison Tool for the first 96 hours of Response

ABSTRACT Research on crisis and risk communication continues to illustrate the need for and benefits of early and sustained stakeholder engagement during disasters, both natural and manmade. The California citizenry is deeply committed to environmental protection and expects to “engage” with their government on policy development and environmental solutions. Stakeholders expect a high-level of government transparency, driving the need for engagement even more during emergency responses such as oil spills. Within the Incident Command System (ICS), it is the responsibility of the Liaison Officer (LOFR) to coordinate and share information with stakeholders. A review of “After Action Reports” and “lessons learned” from oil spills, both nationally and within California, point to the continued need for strong stakeholder engagement by the LOFR and has become a priority of California's lead oil spill response agency, the California Department of Fish and Wildlife, Office of Spill Prevention and Response (OSPR). Building off stakeholder engagement tools found in crises and risk communication literature and in Incident Command System job aids, OSPR crafted a stakeholder matrix that was readily scalable, easy to use, and easy to translate to Incident Commanders and other Command Staff during response. This matrix is a template of simple inputs, allowing stakeholders and engagement strategies to be identified, grouped, and prioritized. It is intended to be a planning tool for the first 24–96 hours, a precious time in a response. It is often too early to expect the LOFR to have completed a stakeholder engagement plan, yet this time is critical to initiating early stakeholder communication that will set the tone for the response. This matrix serves as the initial plan for the LOFR. This paper will describe the development of this tool, its evolution, and its use. It will also highlight feedback from exercises and response partners. It will describe the flexibility and scalability, and considerations for broader applications.

A Framework to Guide the Implementation of Best Practice Clinical Learning Environments in Community General Practice: Australia

Clinical education/training is increasingly being expanded to community general practice settings (primary care clinics led by doctors). This plays an important role in developing a skilled “primary-care ready” workforce. However, there is limited information to guide the implementation of high-quality learning environments suitable for the range of general practices and clinical learners they oversee. We aimed to develop a consensus-based framework to address this. A co-design participatory action research method involved working with stakeholders to agree a project plan, collect and interpret data and endorse a final framework. As a starting point, an initial draft framework was adapted from an existing framework, the Best Practice Clinical Learning Environment (BPCLE) Framework. We gathered feedback about this from a national GP Supervisor Liaison Officer Network (SLON) (experienced GP clinical supervisors) during a 90-minute face-to-face focus group. They rated their agreement with the relevance of objectives and elements, advising on clear terminology and rationale for including/excluding various components. The resulting framework was refined and re-tested with the SLON and wider GP educational stakeholders until a final graphically designed version was endorsed. The resulting “GP Clinical Learning Environment” (GPCLE) Framework is applicable for planning and benchmarking best practice learning environments in general practice.

Guinea Pigs

This chapter discusses the implications for citizens of data-driven management by charting the issues of living in a smart city testbed area, demonstrated through a walking tour for local residents, led by a public official. It was clear to the recently hired community liaison officer for the city's smart docklands team that the key expected outcome was to convince local residents that there was nothing to fear from the trialling of new technologies in their area and to get their buy-in. However, interaction with the local community had been a secondary concern to those establishing initiative. They had been much more focused on the technical and business aspects of building the testbed and securing investment than how it related to those that lived and worked there. Nevertheless, the community liaison officer tries to convince the citizens that they do not collect personal data and that the initiative provides job opportunities.

Community midwifery: a primary health care approach to care during pregnancy for Aboriginal and Torres Strait Islander women

Comprehensive primary health care is integral to meaningful client-centred care, with nurses and midwives central to partnership approaches with individuals, families and communities. A primary health model of antenatal care is needed for Aboriginal and Torres Strait Islander women in rural and remote areas, where complex social determinants of health impact on pregnancy outcomes, early years and lifelong health. Staff experiences from a community midwifery-led antenatal program in a remote Western Australian setting were explored, with the aim of investigating program impacts from health service providers’ perspectives. Interviews with 19 providers, including community midwives, child health nurses, program managers, a liaison officer, doctors and community agency staff, examined elements comprising a culturally safe community antenatal program for Aboriginal and Torres Strait Islander women, exploring program benefits and challenges. Thematic analysis derived five themes: Organisational and Accessibility Factors; Culturally Appropriate Support; Staff Availability and Competencies; Collaboration; and Sustainability. The ability of program staff to work in culturally safe partnerships with clients in collaboration with community agencies was essential to building meaningful and sustainable antenatal strategies. Midwifery primary health care competencies were viewed as a strong enabling factor, with potential to reduce health disparities in accordance with Australian Government and research recommendations.

Selection of Police in Europe: Comparing the Hungarian and Polish Systems

Over the past few years, due to the growing needs of personnel, the Hungarian police has faced recruitment challenges. Although there is a high demand for new recruits, the standards of the entry requirements are relatively strict and difficult to meet. The question is whether the requirements are still serving the needs of the organisation. The objective of this study was to learn a different practice by comparing the Hungarian and Polish selection methods to assist in improving and to find applicable methods for the selection procedure of the Hungarian police.There are many similarities between the two countries, and following from this, it was assumed that the selection of police is also similar, and therefore the attributes could be compared. To analyse the topic, for contextual purposes, as they determine the mentioned characteristics, both the organisational and the educational attributes were studied as well. Researching the topic, the relevant literature was analysed. Data that could not be collected from the literature was collected by a questionnaire sent to Cepol and to a liaison officer, and an interview was also performed with a Polish police officer who volunteered for the study. The research indicates that both forces apply physical, medical and psychological requirements in the same regard, but with territorial and policing-cultural specifics. It was found that Poland and Hungary struggle with the number of fit applicants, but neither country uses modern selection methods that could have a positive effect on selecting the new recruits.

Peculiarities of professional training of employees of the federal police and special police forces of Germany

The article considers the peculiarities of professional training of employees of the federal police of the Federal Republic of Germany. The requirements for a candidate for police service have been clarified, as well as the basic standards that must be met by police officers in physical and fire training. Keeping fit is the responsibility of every federal police officer. Therefore, all federal police officers are required to participate in sports. Federal police departments organize regular training courses with specific dates and locations. In addition, police officers are encouraged to train outside of office hours to keep fit. And this is justified, because the federal police have to be tested annually in the sprint and endurance zone. The minimum requirements are based on the achievements of the German sports badge of the "Silver" category. The German Sports Badge (DSA) is an award from the German Olympic Sports Confederation. This is the highest award outside of competitive sports and is given as a sign of achievement for average and versatile physical performance. The standards to be met are based on basic motor skills, endurance, strength, speed and coordination. Swimming is always a must. In some federal states, the presence of such a mark in the applicant is a condition of recruitment to the police. The peculiarities of professional training of special police forces are analyzed, including special operations teams, mobile target groups, negotiating groups, technical target groups and the Special Unit of the Federal Border Guard Service. Of particular note is the last of them, designed to combat terrorism and hostage-taking. Functional interchangeability promotes high combat effectiveness and coordination of actions of fighters. Therefore, each of them must have as many specialties as possible: sniper, demolition worker, search dog guide, liaison officer, paramedic, driver. Fighters also study foreign languages, as they often have to negotiate with terrorists in their native language.

Welcome to IMIA

BOARD President Sabine Koch, Sweden (2019 - 2021) President elect Jack Li, Taiwan (2019 - 2021) Past President Chris Lehmann, United States (2019 - 2021) Secretary Dr. Petter Hurlen, Norway (2015 - 2021) Treasurer Johanna Westbrook, Australia (2017 - 2020) Vice Presidents MedInfoNajeeb Al-Shorbaji, Jordon (2020 - 2021)MembershipDr. Daniel Luna, Argentina (2018 - 2021)ServicesDr. Brigitte Séroussi, France (2016 - 2019)Special AffairsJennifer Bichel-Findlay, Australia (2019 - 2022)Working & Special Interest GroupsLuis Fernandez Luque (2019- 2022) CEO Elaine Huesing, Canada IMIA Web site: www.imia.org Regional Vice Presidents to IMIA APAMI: Asia Pacific Association for Medical Informatics Vajira Dissanayake, Sri Lanka EFMI: European Federation for Medical Informatics Christian Lovis, Switzerland HELINA: Pan African Health Informatics Association Ghislain Kouematchoua Tchuitcheu, Germany/Cameroon IMIA-LAC: Health Informatics Association for Latin America and the Caribbean Marcelo Lucio da Silva, Brazil MENAHIA: Middle East and North African Health Informatics Association Riyad Al Shammari, Saudi Arabia North American Region James Cimino, United States IMIA Liaison Officers, ex officio WHO Liaison OfficerPatrick Weber, SwitzerlandIFIP Liaison OfficerHiroshi Takeda, JapanISO Liaison OfficerMichio Kimura, Japan