Newsletter L&I, n.º 93 (2016-02-29)

n.º 93 (2016-02-29)

Administração Pública e inovação | Administración Pública e innovación |
Administration Publique et innovation | Public Administration and innovation

Um inovador | Un innovador | Un innovateur | An innovator

Uma inovação | Una innovación | Une innovation | An innovation

A execução da inovaçao | La ejecución de la innovación | L’exécution de l’innovation |
The innovation execution


Liderar Inovando (BR)

«Pesquisa coloca Recife no ranking das cidades inteligentes» ( ► )
José Vítor Camilo: «Modelo para inspirar o ensino» ( ► )
Amelia Gonzalez: «‘Bem Viver’, o conceito que imagina outros mundos possíveis, já se espalha pelas nações» ( ► )
«Convênio da SDR e UFPI beneficiará projeto de aquicultura sustentável» ( ► )

Liderar Inovando (PT)

«EDP e Refer na plataforma de dados abertos de Lisboa» ( ► )
«Orçamento Participativo de Braga candidato a Prémio de Boas Práticas» ( ► )
«Casa Ermelinda inaugura Adega Leonor Freitas» ( ► )
«As votações para eleger as melhores ideias dos cidadãos para Lisboa» ( ► )

Liderar Innovando (ES)

«Amplio apoyo de la militancia del PNV a la hoja de ruta del plan de autogobierno» ( ► )
David Guerrero: «L’Hospitalet quiere imitar a Brooklyn y ser un imán para el sector cultural. La segunda ciudad de Catalunya revive industrias con iniciativas artísticas» ( ► )
«Primeros encuentros de ADEVAG (Asociación para el Desarrollo de las Vegas Altas del Guadiana) para diseñar su nueva estrategia» ( ► )
«Un nuevo horizonte de desarrollo turístico» ( ► )

Mener avec Innovation (FR)

«Lancement des Objectifs de Développement Durable (ODD) au Mali: Cap sur l’horizon 2030» ( ► )
Yann Petiteaux: «Ismaël Meïté, l'as de l'innovation participative» ( ► )
Frédéric Sauzet: «Vous y croyez à l'innovation participative?» ( ► )
«Paris renforce les moyens dédiés à la propreté» ( ► )

Leadership and Innovation (EN)

«Inspiring the politics of hope (UN Sustainable Development Goals)» ( ► )
Michelle Curran: «Connecting communities with science» ( ► )
Justine Humphry: «How do we stop people falling through the gaps in a digitally connected city?» ( ► )
«Boosting the Circular Economy: European project to promote separate paper collection launched» ( ► )

Licencia Creative Commons Licencia Creative Commons
Atribución-NoComercial 4.0 Internacional


«Boosting the Circular Economy: European project to promote separate paper collection launched»

Packaging Today

«IMPACTPapeRec is a European project to further increase the separate collection of paper for recycling and promote appropriate schemes to avoid landfilling and incineration.

»A best practice handbook will be developed to support the different EU regions in the implementation of best collection procedures.

»IMPACTPapeRec started on 1 February 2016 for a period of two years and is financed by the European Union Horizon 2020 programme. It has evolved from a commitment on separate paper collection in the European Innovation Partnership on Raw Materials.

»36 experts from eight countries representing research institutes, municipalities, obliged producers, paper industry and NGOs gathered in Valencia, Spain, to kick off the project and plan the activities for the next few months.

»The project focuses on countries with below average paper recycling rates such as Bulgaria, Poland and Romania as well as countries where paper from households, small shops and offices is often collected in a commingled stream with other recyclables like in France and the UK.

The project focuses on countries with below average paper recycling rates such as Bulgaria, Poland and Romania as well as countries where paper from households, small shops and offices is often collected in a commingled stream with other recyclables like in France and the UK.

»The participants started discussing the existing schemes as well as indicators to define best practice separate collection schemes.

»Antonio Dobon from the project coordinator ITENE said: "We are very excited about the start of the project. It comes at a time when the European Commission presented its proposal for a Circular Economy stressing the importance of separate collection. With this project we will work to reach the recycling targets in those territories that are below the average. We will also seek for Paper for Recycling collection practices that allow reach both environmental and economic benefits. For doing so, we will define these best practices and spread them widely in Europe so that other municipalities can adopt them".


»IMPACTPapeRec is a consortium of 19 partners from 8 countries, i.e. Austria, Belgium, Bulgaria France, Germany, Poland, Romania and Spain. IMPACTPapeRec aims to put Europe at the forefront of paper for recycling (PfR) collection by providing an innovative and common knowledge platform. The innovative approach of the defined participatory strategy is based on the real engagement of the whole paper value chain including research, industry, policies, standards, municipalities and citizens.»

The innovation execution


Justine Humphry: «How do we stop people falling through the gaps in a digitally connected city?»

The Conversation

«Popular visions of the “smart city” promise that with digital technology the power of the city “as a platform” is put in users' hands. Whether real or imagined, digital connectivity 24/7 is a fundamental part of the city-fabric. Yet this is not the case for the city’s most marginalised and excluded.

»Much of this digital dimension is hidden. Shopping, banking, job searches, trip planning, government service transactions, entertainment and contact with friends and family are carried out online and through an increasing array of mobile apps.

»Such activities are now essential for navigating and participating fully in city life. Cultural activity is increasingly hybridised, reliant on social media and location-aware devices for co-ordinating collocated gatherings and events.

»Struggling to stay connected

»Yet some groups are not automatically included in this experience of connectedness. Despite the fact that 95% of people experiencing homelessness have a mobile phone, staying connected is an everyday struggle.

»In research carried out for the Australian Communications Consumer Action Network (ACCAN), a common reported experience of homelessness was having lost or broken a mobile phone, or had it stolen. Service restrictions, number changes and credit shortages also meant internet and telephone access was partial and discontinuous.

»There is also the issue of access to power. The assumption that city dwellers have a place to go to recharge their device batteries is so ingrained as to be unremarkable. Yet the same study found that 32% experienced difficulty recharging their mobile handset.

»Through the project, Making Connections, we set out to find out more about these connectivity barriers and to come up with creative solutions. Supported by the Young and Well Co-operative Research Centre and Western Sydney University, the project involves working directly with young people who have experienced homelessness and relevant organisations. A series of participatory design workshops is guiding the innovation process.

»Stories that the participants shared in the first workshop highlighted the risks associated with not having regular, reliable and affordable access. In some cases the results are life-threatening.

»One young man recounted an incident of waking up on the street with his backpack being pulled from under him and a knife in his stomach. His mobile phone was in the stolen bag, so he had no way of dialling emergency services. He waited for hours before someone stopped to see if he needed help.

»The difficulties associated with digital connectivity also mean that people who are homeless shape their activities and movements to meet their access needs. This is time and energy that might otherwise be directed to getting the support and assistance needed to move out of homelessness.

»The recently launched “Ask Izzy” app and website, for example, which simplifies and streamlines access to services for the homeless, relies on an internet connection. The patchwork nature of free public WiFi, with inadequate or no access in some places, means users of these services face new hurdles.

The recently launched “Ask Izzy” app and website, for example, which simplifies and streamlines access to services for the homeless, relies on an internet connection. The patchwork nature of free public WiFi, with inadequate or no access in some places, means users of these services face new hurdles.

»Another young man talked of how he would walk around endlessly, trying to connect:

»"I’m walking around and I just have my WiFi open checking ... Usually you can’t even find anything anywhere. It’s pretty hard.

»City centres are at least easier than suburban areas. If you go further west, especially near Penrith or anywhere between Blacktown and Penrith, there’s not much free WiFi. It’s more something you have to pay for."

»Sociologst Emma Jackson describes experiences such as these as being “fixed in mobility”. Here, the physical and political structure of the city imposes movement simply to access the resources necessary to survive, making it even harder to move out of homelessness.

»Urban digital connectivity is highly uneven and subject to rapid change as a result of market forces, new technology developments and planning initiatives. Until recently, internet access was a paid-for service in internet cafes and convenience stores. Now it is more likely to be in the form of charged or free WiFi hot spots.

»Working to secure access

»Given these challenges, how might we design city spaces better to make it easier and safer for people who are homeless to access digital technology? The group who attended the first of the Making Connections workshops came up with five creative ideas revolving around some key principles:

»_ free and widespread access to power

»_ availability of free WiFi/mobile internet

»_ affordable and robust devices and flexible mobile plans

»_ security of belongings and self

»_ enhanced access to support services.

»The idea behind the second Making Connections workshop, to be held on February 19 at the Parramatta city campus of Western Sydney University, is to bring these ideas and principles to life. Representatives of telecommunication companies, charities, local government, public libraries, universities and related organisations will come together to develop and implement these ideas. The aim is to incorporate these key principles into policies and new programs, and to develop a common approach in all cities.

»The shift to a more complex urban internet ecology, with the taken-for-grantedness of mobile connectivity, creates a need to re-engage with issues of digital exclusion in cities. Developing long-term and sustainable responses requires the involvement of multiple stakeholders. They will need to be not only committed to the goal of inclusion but also have the means for co-operating and taking action to achieve this goal.

»To find out more about the upcoming workshop or any aspect of the Making Connections project, please contact Dr Justine Humphry at j.humphry@westernsydney.edu.au.»

An innovation


Michelle Curran: «Connecting communities with science»

«The Mangere community was devastated when hundreds of litres of violet dye spilt into Oruarangi Stream in 2013.

»Dye flowed into the stream and onto the Manukau Harbour, endangering the wildlife using the waterway after escaping from a bulk container in an industrial area near Auckland Airport.

»While the incident was tragic particularly for the local Makaurau Marae, because the waterway is considered theirs, the SouthSci’s Oruarangi Stream project has more recently empowered the community including students from South Auckland’s Aorere College with scientific knowledge and practical solutions.

»Funded by the Ministry of Business, Innovation and Employment, SouthSci (as it is locally known) is the South Auckland pilot programme for the Participatory Science Platform (PSP).

»PSP is an initiative under the government's strategic plan to build science and technology engagement, A Nation of Curious Minds. Connecting communities with science, by supporting them to develop research projects around questions that matter to them, is key to the initiative.

Connecting communities with science, by supporting them to develop research projects around questions that matter to them, is key to the initiative.

»The project which was rolled out during the second half of 2015, aimed to set up five or six research projects in the community within South Auckland, around a topic of interest to the group running them. It involved community groups, schools and science education professionals working with youth.

»Up to $20,000 could be applied for each project which had to be South Auckland-based and every project had to be a collaboration between the community, science or STEM (science, technology, engineering and maths) professionals, and youth.

»Project manager for PSP: South Auckland Dr Sarah Morgan says the Oruarangi Stream project was a joint effort between Aorere College and Makaurau Marae, and drew in science experts from Wai Care, NIWA, Nga Pae o te Maramatanga and the Council.

»The project investigated the science around and behind the restoration of mauri to the awa local to the marae rangatahi and Aorere College students, devastated by the industrial dye spill in 2013.

»“Students involved included Year 9’s from Aorere College and some sameage- bracket marae rangatahi from various schools throughout the area,” Morgan adds.

»They looked at things like water quality and species diversity in and around the awa, of both flora and fauna.

»Many benefits were gained from the project, Morgan says. “The awa is important to the marae community because it is theirs, and the dye spill was a complete tragic disaster. “So gathering a bit of data around the health status of the stream themselves, was more powerful with regards learning than just knowing the experts are taking samples and disappearing back off to their labs.”

»Friendships were fostered between the different groups of young people and the relationship between the school and the marae was strengthened. Students completed the project with an evening of presentations to the wider community, and were presented with certificates that listed the different skills and capabilities they had gained or experienced on their science journey.

»“The project also raised the issue of the health of the awa again in the whanau of the children, reminding everyone that it is their stream and there is still work to be done to restore it to its natural health status,” Morgan says. National Coordinator for the PSP Dr Victoria Metcalf says 16 projects were funded as part of PSP around the country – South Auckland, Taranaki and Otago.

»“All of the projects were amazing – I’m in love with what we are doing,” Metcalf says. Project topics included air pollution, alternative power sources and a bat roosting project. There has been positive feedback from both the education sector and from industry working alongside the educators – with both learning off each other. “Even educators who were ‘dragged’ into the project and resistant at first have said it has been a very powerful thing to be a part of.”

»Communities and schools have been empowered to reach their long-term goals. After the success of the pilots around the country, she is hopeful the initiative will continue and its future should be decided in the near future.»

An innovator


«Inspiring the politics of hope (UN Sustainable Development Goals)»

The Irish Times View. The Irish Times

«The year 2015 has bequeathed a really ambitious, genuinely multilateral and indivisibly universal agreement to the world’s leaders and peoples: the Sustainable Development Goals. Their 17 primary and 169 subsidiary “goals to transform our world” cover an enormous range of issues, from ending poverty, through gender equality, climate action and decent work and economic growth to the creation of peace, justice and strong institutions – and all this by 2030.

»In coming years an equally large challenge will face everyone involved in and concerned with this huge agenda: how to implement the commitments made.

»Compared to the Millennium Development Goals agreed at the United Nations in 2000 these new ones are far more extensive in scope and much more participatory in design and execution. This new level of ambition responded to widespread demands of stakeholders involved in the extensive consultations since 2012.

»In contrast to the top down and elitist planning of the 2000 agenda the 2015 one drew in all the governments, the various groupings in which they function at the UN and the principal non-governmental and civil society organisations throughout the world in 11 thematic and 83 national consultations as well as door-to-door and opinion surveys. Politically and ethically this latest global exercise is far more inclusive and legitimate than before. Ireland can be proud of the role played in bringing it to a successful conclusion as a joint facilitator with Kenya.

Politically and ethically this latest global exercise is far more inclusive and legitimate than before.

»Putting the commitments into practice will tax the capacity and ingenuity of these stakeholders. Does so large an agenda prevent the setting of necessary priorities? How can the goals be implemented without legal compulsion and institutional innovation? Will their very breadth inhibit focussed decisions and encourage sub-optimal compromises? Are the planned statistical indicators capable of withstanding a conservative capture of the monitoring process? Questions such as these have been posed even by sympathetic critics concerned that it is too ambitious.

»The deep involvement of such a broad range of actors in drawing them up should help make them more sustainable. Periodic reviews, although voluntary, can be transformed into national political issues as well as reinforcing international benchmarks of development.

»The goals are more genuinely universal than before because they go beyond the traditional model of development aid from richer to poorer states. By incorporating commitments to equality at national as well as global levels they make it more difficult for local privileged elites to evade responsibility for failing to implement the goals agreed. And the most positive signs of this new participatory paradigm is the greater engagement and empowerment of women required to put them into effect.»

Public Administration and innovation


Newsletter L&I, n.º 92 (2016-02-22)

n.º 92 (2016-02-22)

Administração Pública e inovação | Administración Pública e innovación |
Administration Publique et innovation | Public Administration and innovation

Um inovador | Un innovador | Un innovateur | An innovator

Uma inovação | Una innovación | Une innovation | An innovation

A execução da inovaçao | La ejecución de la innovación | L’exécution de l’innovation |
The innovation execution


Liderar Inovando (BR)

Carlos Cardoso: «Empreendedorismo, “um estado de espírito”!» ( ► )
Zacarias Gama: «Florestan Fernandes continua a ter razão» ( ► )
Wanda Camargo: «Arte na escola» ( ► )
«Cidade italiana criadora do ravioli divulga 'Raviggiolo Day'» ( ► )

Liderar Inovando (PT)

«Universidade do Minho passa a fundação pública com regime de
direito privado» ( ► )
«Sólido como uma pedra aos 90 anos, Zygmunt Bauman fala sobre migração e relacionamentos» ( ► )
Beatriz Dias Coelho: «500 anos depois, o sentido de Utopia não se perdeu» ( ► )
Francisco I: «Diálogo e transparência nos processos decisórios» ( ► )

Liderar Innovando (ES)

La Secretaría de Innovación, Ciencia y Desarrollo Tecnológico (SICDET) de Michoacán une al sector para el desarrollo del empleo, la economía inclusiva y la igualdad social ( ► )
«Los Roca emprenden la revolución humanista de la cocina» ( ► )
«Cómo transformar ideas en innovación y la innovación en modelos de negocio rentables» ( ► )
«El Hospital Clínico San Carlos de Madrid y el Instituto de Innovación y Desarrollo de la Responsabilidad Social Sociosanitaria (Inidress) exploran nuevas vías de colaboración» ( ► )

Mener avec Innovation (FR)

Jean-Yves Buron: «Réfugiés, pauvres d’ici: faut-il choisir?» ( ► )
Jean-François Prevéraud: «Les missions du design aujourd’hui» ( ► )
Olivier Klein: «Dans la crise, un espoir raisonné» ( ► )
«Abdelhamid Addou, nouveau Président Directeur Général de la Royal Air Maroc (RAM): Un choix judicieux» ( ► )

Leadership and Innovation (EN)

«United States Association for Body Psychotherapy Announces Eighth Conference on Somatic Psychology» ( ► )
Emily Rappleye, Tamara Rosin and Erin Marshall: «7 rules for CEOs to live by, whether at a small start-up or global corporation» ( ► )
Matthew Kearney: «A fundamental question in UW debate: Will it be pursuit of knowledge or simply employable skills?» ( ► )
Ryan Holmes: «How To Plan Now For Tomorrow's Robotic Workforce» ( ► )

Licencia Creative Commons Licencia Creative Commons
Atribución-NoComercial 4.0 Internacional


Ryan Holmes: «How To Plan Now For Tomorrow's Robotic Workforce»

Fast Company

« In 1984's The Terminator, humankind is imperiled when the Skynet computer network—created by the menacingly named Cyberdyne Systems—becomes "self-aware" and turns against its makers. This July, a Japanese company, also called Cyberdyne, unveiled a brand-new line of artificial intelligence–aided robots. The wheeled automatons are set to be deployed as cleaners and porters in Tokyo’s Haneda Airport. For now, they’re hardly a threat to humanity—unless, of course, you happen to be a cleaner or porter put out of work.

»Recent months have been rife with debate over the future of artificial intelligence and the relative dangers and advantages to humans that such a future might hold. Make no mistake: Robots will be coming for more of our jobs in the years ahead.

»The fact is we’re now on the cusp of a "Second Machine Age," one powered not by clanging factory equipment but by automation, artificial intelligence, and robotics. Self-driving cars are expected to be widespread in the coming decade.

»Already, automated checkout technology has replaced cashiers, and computerized check-in is the norm at airports. Just like the Industrial Revolution more than 200 years ago, the AI and robotics revolution is poised to touch virtually every aspect of our lives—from health and personal relations to government and, of course, the workplace.

»But there’s one important difference this time around. The Industrial Revolution ended up being a net creator of jobs on a massive scale. There’s a real possibility the AI revolution, by contrast, will be a job killer—and on an equally vast scale. This won’t happen all at once, of course. But considering that the pace of change only stands to accelerate, is it too soon to start asking: How do we prepare for a future where jobs themselves may be in short supply?


»The idea of robots taking our jobs turns out to be far from a fringe theory. Of 1,896 prominent scientists, analysts, and engineers questioned in a recent Pew survey on the future of jobs, 48% "envision a future in which robots and digital agents have displaced significant numbers of both blue- and white-collar workers."

»Among the most vulnerable groups are professional drivers like truckers and taxi drivers. By 2020, GM, Mercedes, Audi, Nissan, BMW, Renault, Tesla, and Google all plan to be selling autonomous vehicles in some form. Uber’s CEO Travis Kalanick has already mentioned plans to one day replace all of the company’s drivers with self-driving cars. Other fields where displacement is imminent (or already happening) include low-skill jobs in customer service, health care, and home maintenance. It doesn’t end there, though. White-collar roles once thought to be the exclusive domain of human beings could also end up on the chopping block. The first to go, according to the experts Pew surveyed, include paralegals, bookkeepers, transcriptionists, and medical secretaries. The widespread use of DIY tax and finance software and automatic transcription tools like Siri only hints at the changes to come in these sectors. The important thing to note is that these jobs aren’t just repetitive mechanical functions. They require an ability to learn and adapt to new information. And this is precisely why the coming AI revolution is so scary.

»I’ve seen how quickly new roles can appear and disappear even in my own sector, social media. Just a few years ago, "social media manager" was one of the most in-demand job functions on the career site Indeed.com. Then social media management tools—including those made by my company, Hootsuite—became more widespread and easy to use. Social media use has increased exponentially since then, but demand for dedicated social media managers hasn’t kept pace. This is still a critical role in large organizations, but for many businesses, ever more sophisticated technology has transformed social media from a discrete job into something that people all across an organization can do.

»Clearly, we're still in the early days of anticipation, and until AI comes into more widespread everyday use, there will be plenty of room to debate the jobs issue. Won’t the automation of low-tech roles ultimately lead to more high-tech ones? Just as in the past, new jobs—and entirely new sectors—will no doubt emerge. What’s unclear is whether these new positions will offset the loss of the old ones. Take Uber drivers. At the end of last year, Uber had more than 160,000 active drivers. When robots ultimately take the wheel, someone is still going to have to handle coordination, programming, and servicing for Uber. But that workforce will presumably be tiny compared to the one that's currently employed.

»Extend that kind of downsizing across entire industries, and the scale of the problem becomes apparent. A 2013 University of Oxford study concluded that the combined advances in computers, automation, and AI could put up to 47% of U.S. jobs at risk within the next two decades alone. Roles that require an advanced skill set will still be safe. And there will still be jobs at the bottom of the economic ladder, those that require little training and involve non-routine, service-type tasks. That still leaves whole sectors of the economy—in particular, those that employ the middle class—that could be hollowed out.

»Queue the latest dystopian Hollywood blockbuster of your choice—Hunger Games, Snowpiercer, District 9, Elysium, etc. Are those fictive visions anything like what's actually in store? One thing the latest sci-fi movies are right to note is the Pandora's box of social ills that opens up when well-paid jobs are scarce—from (yet more) income inequality and social unrest to increasingly repressive governments and the growth of a permanent, marginalized underclass that's excluded from participating in the economy.

»Or not. Right now it seems premature to start evoking scenes like these, and history has no shortage of pessimists whose dire predictions now look pathetically wrong. Writing in 1798, Thomas Malthus famously predicted that since population multiplies "geometrically" while food supply grows "arithmetically," the human race faced an imminent future of famine and disease. What he failed to take into account, of course, was how new technologies would lead to exponential increases in crop yields and advances in medicine.

»So should we panic, or sit back and let the robots do their thing? What seems abundantly clear is that the nature of work is changing. The same jobs that support millions of people today may not be here in 10 or 20 years. The most sensible option would seem to be to start taking steps now to prepare for future job displacement. But how?

The same jobs that support millions of people today may not be here in 10 or 20 years. Writing in 1798, Thomas Malthus failed to take into account how new technologies would lead to exponential increases in crop yields and advances in medicine. The most sensible option would seem to be to start taking steps now to prepare for future job displacement. But how?


»The traditional answer has been to invest in developing skills that machines can’t replicate—creativity, problem solving, ingenuity, and other higher-order functions. Interestingly, embracing these skills means taking a step back from the idea of the human being that emerged during the Industrial Revolution—cog in a machine, interchangeable, and reproducible—towards the older Renaissance humanism, more prone to seeing people as possessed with unique gifts to create and innovate.

»The problem is that public education in the U.S. and much of the world is, in many ways, a by-product of the Industrial Revolution. Education came to be standardized just like production, with students lined up in neat rows of desks and taught a uniform curriculum. An emphasis on memorization and rote learning helped produce a uniform citizenry—literate, compliant, interchangeable—to fill standardized roles in industry, offices, and government.

»None of that cuts it in an age when intelligent machines can do anything rote or repetitive far better than we can. Cultivating some of our last uniquely human abilities—namely creativity and social intelligence—requires reimagining education as a means not of reproducing uniformity but of nurturing exceptionalism. In other words, the ability to do things that can’t be codified or systematized. The kind of lateral thinking, autonomy, imagination, and creativity prized in alternative education models like Waldorf and Montessori would need to be brought to the forefront. A focus on accepting facts and internalizing codes would need to be replaced by emphasis on questioning, theorizing, and, well, dreaming.

»On one level, this sounds great. Let’s leave the drudgery for the machines. Let’s take back ideas, art, and creativity in a kind of modern techno-utopian Renaissance. But here’s the thing: That might not be enough.

»Promoting creativity and encouraging independent thinking might help us stay ahead of job losses in the short term. But in the long term, advanced robots may well be able to execute even some of these uniquely "human" functions better than we can. Here we’re getting into the realm of "strong" or "full" AI—machines that aren’t just able to learn basic tasks but can master pretty much anything. If you’re a futurist, this is when talk of the "singularity" comes into the picture—the moment when computers can make themselves smarter, leading to capabilities that match, and then quickly exceed, our own.

»Estimates for when we’ll approach this kind of capacity vary widely. But we’re creeping closer all the time. The day when robots replace high-skill human jobs may well be centuries off. Or it could be, relatively speaking, just around the corner. "The central question of 2025," insists GigaOM lead researcher Stowe Boyd, "will be: What are people for in a world that does not need their labor, and where only a minority are needed to guide the 'bot-based economy?"

»To that, I’d add a few corollaries: How do we keep the economy humming when jobs themselves have grown obsolete? How do people support themselves? And what does it mean to be a productive member of society in a post-job world?


»The scale of this problem may require some radical, even counterintuitive solutions, like giving money away. A growing chorus of tech cognoscenti, from all-star investor Marc Andreessen to Barack Obama’s onetime director of analytics Jim Pugh, have espoused the idea of a "living income." Not welfare or charity, living income is a stipend—roughly enough to live on and with few frills—paid to every adult in the country, whether they’re working or not. In the U.S., numbers thrown around have averaged from $15,000 to $20,000 per adult per year.

»Let’s get past the obvious reactions to this idea: that giving away money is crazy, that the whole scheme would permanently warp the economy, and so on. Why might the concept of living income actually make sense? For starters, in a world where AI and robotics have made unemployment the norm, not the exception, people still need to eat. They still need to support families. More important still, they need a reason to remain invested in the idea of society. Leaving the masses displaced by new technology to their own devices—jobless and destitute—is hardly a recipe for a bright future.

»Living income also allows us to keep the wheels of the economy and innovation turning. "A fundamental insight of economics is that an entrepreneur will only supply goods or services if there is a demand, and those who demand the good can pay," writes Center for Internet and Society expert Andew Rens. In the new millennium, technology has generated enormous wealth for innovators and entrepreneurs. This has fed a virtuous cycle, with returns invested in developing newer and better technologies. (This same cycle, it should be said, has also had the not-so-virtuous effect of concentrating wealth in ever fewer hands.) But the whole process grinds to a halt in the absence of consumers. Progress depends, in no small way, on people buying stuff. And that depends on them having an income.

»Interestingly, the living-income concept has its adherents on both sides of the political spectrum. Back in the day, both Martin Luther King, Jr. and Richard Nixon supported variations on the idea. Today, corporate-friendly libertarians—of the Charles Koch variety—see it as a way to replace myriad government handouts with one flat, transparent payout. Progressives, meanwhile, view living income as a means to level the playing field and safeguard basic rights and dignities.

»Funding it, of course, could get a bit tricky. One estimate pegs the cost of providing living income in the U.S. at $4.38 trillion, more than the entire $3.5-trillion federal budget. Shifting resources from other social welfare programs could help, as could taxes on income earned in excess of the minimum.

»It won’t be easy by any measure, but living income isn’t completely without precedent. In the 1970s, a five-year basic income program in the Canadian province of Manitoba called Mincome showed promising results. Parents spent more time raising children. Students showed higher test scores and lower dropout rates. Hospital visits, mental illness, car accidents, and domestic abuse cases all declined. And in the end, total working hours only slipped by a few percentage points. In other words, having a basic income didn’t lead to sloth or indolence. It let people spend time on the things that mattered: family, education, health, personal fulfillment.

»If the robots do take our jobs one day—but give us back some of those things in return—it might not be such a bad trade after all.»

The innovation execution


Matthew Kearney: «A fundamental question in UW debate: Will it be pursuit of knowledge or simply employable skills?»

Journal Sentinel

«The Wisconsin State Journal Editorial Board captured the prevailing opinion last weekend when it called the jaw-dropping $300 million cut to the University of Wisconsin "inexplicable."

»Unfortunately, the board is wrong. There is a plausible vision behind what Gov. Scott Walker is trying to do, which makes his proposal much more dangerous than a simple misunderstanding of university operations. The concrete meaning of a $300 million cut is not easy to comprehend, especially since it follows $452 million in separate cuts since Walker was elected.

»According to UW-Madison Chancellor Rebecca Blank, shutting down the schools of law, business, nursing, pharmacy and veterinary medicine combined would not cover her campus's share of the cut. Nor would laying off a third of the faculty. Nor would laying off more than 1,000 staff. The cut is timed to coincide with a tuition freeze, so the university cannot make up the lost revenue. No suddenly discovered efficiencies, limited autonomies granted to the Board of Regents or faculty "doing more work" (as Walker urges) will offset a gap of this magnitude. The consequences are as obvious as they are inevitable: mass layoffs, closing campuses or both.

»Since this proposal was announced last week, my colleagues and I have puzzled over Walker's motivations. But the broader picture came into focus with the bombshell disclosure that either he or his staff sought to rewrite the university's statutory mission, deleting “to serve and stimulate society,” “public service,” “improve the human condition” and “the search for truth,” replacing this language with, “meet the state's workforce needs.” The outrage was so intense that he quickly promised to withdraw the wording change. Nevertheless, it all makes sense now.

»Walker's ambition is to convert the University of Wisconsin into an enormous technical college. His goals are not to pursue knowledge and serve the broader public interest, but to supply employers with job candidates. Crank students through vocational training, and don't bother with holistic cognitive development. Elite faculty with their prestigious research grants and top-tier doctoral students with their cutting-edge dissertations are in the way of dramatically expanding trade-school style narrow job training.

Elite faculty with their prestigious research grants and top-tier doctoral students with their cutting-edge dissertations are in the way of dramatically expanding trade-school style narrow job training.

»Diminish the university enough, and most of them will leave. Let somebody else worry about scientific breakthroughs and humanistic innovation. We need to do what employers want — and nothing more. The deeper ideology here mistakenly equates business interest with the public interest.

»Walker is woefully misguided. The accumulated wisdom from generations of universities, in part, is that it is precisely the drive to expand human knowledge that generates the skills most useful in the widest variety of jobs. It is largely university-led innovation today that creates the industries of tomorrow. Converting the university into a vocational school would devastate the state's long-term economic viability, to say nothing of nonfinancial quality of life. Could attacking universities be the next frontier in the assault on the public sector?

»It has taken generations of investment to create one of the world's most distinguished all-around public universities in Wisconsin. Hacking away at it to get through a budget cycle or appease the short-term interests of employers is the worst possible form of public stewardship.

»Walker appears to be trying to replace Wisconsin's public universities with technical colleges, instead of the current system, which contains both types of institutions. No pursuit of knowledge here, just vocational training, please. These are the real stakes in the debate over this budget proposal.»

An innovation


Emily Rappleye, Tamara Rosin and Erin Marshall: «7 rules for CEOs to live by, whether at a small start-up or global corporation»

Becker’s Hospital Review

«As president and CEO of the world’s largest independently owned public relations firm, Edelman, Richard Edelman has come to understand the key attributes employees want in CEOs: “Trust, confidence, ethical, transparent and decent. What’s not in that list? Visionary, deeply exciting, rockstar.”

»“They just want someone who will do a good job,” he says. Edelman’s annual Trust Barometer shows a gaping divide in the trust of executives, especially CEOs, who are now seen as a class, not individuals. The survey shows 70 percent of the U.S. educated elite express trust in business, while only 51 percent of the general population does — a gap of nearly 20 percent.

»This gap means employees are increasingly skeptical of their leaders, and as a result, less engaged. They believe their businesses and leaders can and should earn profits while making communities a better place to live at the same time.

»At a meeting of The Executives’ Club of Chicago, Mr. Edelman shared several behaviors and traits CEOs must master today to have an ounce of hope in gaining employees’ trust.

»1. Be a recognizable face. Increasing demands on leaders to stabilize their business and position the organization to succeed was heightened by and since the recession. However, a closed-off leadership style impedes success. When people don’t know who their leader is, they tend to fill the void of information with their own perceptions and interpretations of their actions. “It’s our hypothesis that there are so many CEOs who have kept their heads down since the recession,” says Mr. Edelman. “It’s time for CEOs to lift their heads and get back out there and lead.”

»More importantly, a CEO’s humanistic qualities are lost on employees when he or she is absent. In addition to establishing a strong presence in the organization, the CEO must also clearly communicate the values to which they attribute the highest importance, and those which they expect their employees to emulate. “People aren’t going to follow you if they don’t know who you are or what your values are,” says Mr. Edelman. “You must also share your stories with them. Employees are a critical group in the world of peer-to-peer discussion. If you don’t tell your employees what you’re doing, you’re missing out on the best possible advocates for your case.”

»2. Understand the magnitude of the value of trust. Of all leadership traits, trust is by far the most essential. While reaching the top spot of an organization requires solid business acumen and a strong ability to lead, these skills do not automatically garner a CEO his or her employees’ trust. “Trust in institutions is no longer granted on the basis of hierarchy or title. It has to be earned,” says Mr. Edelman. “To earn trust, you have to do something. It must be substantive, tangible and real. It has to be done in the context of your personal values as a leader. It must be expressed by your employees, not just by you and your executive team.”

»Mr. Edelman pointed to Oscar Munoz, president and CEO of United Airlines, as a prime example. After his first month on the job, Mr. Munoz acknowledged that the execution of the airline’s strategy when merging with Continental Airlines has been subpar. However, he made it clear that he would do everything possible to support the company’s employees to empower them to build better relationships with customers. “That level of selfawareness, personal leadership and taking on the responsibility for the change he saw was necessary to succeed has made him iconic among employees and customers,” says Mr. Edelman.

»3. Recognize the correlation between trust in leaders and employee engagement. Leadership connotes influence. However, Edelman’s trust barometer shows the average employee is far more trusted than a CEO or a government official, creating a separation between authority and influence. It follows that employee engagement is difficult if a CEO is not trusted as a peer. Trust has to be earned by directly engaging employees in peer-topeer discussion or town hall-like meetings. When employees feel their voice is heard and their opinions matter, they have a stake in the company and are much more likely to be engaged in work.

»“When you don’t talk to your kids, you have a breakdown in the family. It’s the same notion that should be considered by executives,” Mr. Edelman says. “When you place employees last in the order of who you talk to for substantive information, that’s also a complete breakdown in trust. Smart companies are putting employee communications in a strategic advantage category.”

When you don’t talk to your kids, you have a breakdown in the family. It’s the same notion that should be considered by executives.

»4. Lead on public issues. A crucial part of becoming a good leader lies in the difference between gaining name awareness versus preference. It is not enough to be known among employees. To gain trust and influence, CEOs must also be likeable. While this may seem obvious, it can be difficult to establish preference from the topdown.

»According to Mr. Edelman, one of the best ways to do this is to share a bit about yourself and your core values. This goes beyond philanthropy. CEOs must truly champion a cause, rather than simply throw money at it. Mr. Edelman gave the example of Starbucks CEO Howard Schultz, who took up the issue of teen unemployment by launching a campaign to hire 100,000 young Americans. Other notable efforts include Allstate Chairman and CEO Thomas Wilson, who has been recognized for his efforts to help victims of domestic violence and financial abuse, or Citadel Founder and CEO Ken Griffin’s commitment to early childhood education by helping create a charter school in Chicago.

»5. Understand the distinction between leadership and management. Leadership and management are not interchangeable terms. “[M]anagement is a skill you learn to make numbers — to satisfy shareholders and directors,” Mr. Edelman says. “Leadership is a skill you learn through hard experience. It applies to a broader population: employees, communities and customers.” Mr. Edelman stressed that when managers become CEOs, they have to be prepared to graduate to a higher level of leadership. It’s far from easy, but understanding the difference between the terms will lead to myriad benefits, including a more innovative business structure and a better supply chain.

»Above all, leaders do exactly what Mr. Edelman emphasized throughout his presentation: They share their story. Employees follow leaders — rather than managers — because they’re willing to share their story and their values.

»6. Get comfortable with the media. Plain and simple, the majority of CEOs aren’t fans talking to the media and reporters. “They think it’s all risk and no reward,” Mr. Edelman says. “They also don’t like being asked the hard questions.”

»But answering these hard questions is important, according to Mr. Edelman. While many CEOs stay under the radar, it’s time to change that. “[G]oing through the ordeal of the media is part of your job,” he says. Without transparency, CEOs cannot gain trust. CEOs have to talk to the media and let their voice be heard. In addition, frequent discussions with employees falls under the category of transparency. “It’s also part of your job to have direct channels to your constituents and to have frank conversations with your employees,” Mr. Edelman says.

»7. Find your own ways to be authentic and have fun. Most of the general population sees CEOs through a certain lens: as a class of people. But as leaders, CEOs must strive to be seen not as a class, but as human beings. To achieve this, CEOs need to tell their story and become more authentic. One problem with CEO trust “is that no one knows who you are because you don’t talk because you’re afraid to talk,” Mr. Edelman says. Instead, “[y]ou need to put your head over the parapet and tell people who you are, what you do and why,” Mr. Edelman says.

»Overall, people look for a few key attributes in CEOs, including trust, competence, ethic, transparency and decency. They’re not looking for a rockstar — they simply want someone who seems real and genuine. There is no playbook for how to be genuine — executives have to take risks and find what works for them and their teams. Mr. Edelman shared his secret tip for boosting trust: He takes a selfie with employees at every office he travels to. Sometimes he stands in front of a group of individuals, and other times he climbs a ladder to get the perfect shot. Utilizing techniques like this results in myriad benefits. “It makes you human,” Mr. Edelman says.»

An innovator


«United States Association for Body Psychotherapy Announces Eighth Conference on Somatic Psychology»

PR Newswire via SYS-CON Media

«The United States Association for Body Psychotherapy (USA BP) is excited to announce its 8th Somatic Psychology Conference entitled, "Sexuality, Spirituality and the Body: The Art and Science of Somatic Psychotherapy" to be held in Providence, RI, at the Rhode Island Convention Center from July 21-23, 201 6. This biannual event is the largest of its kind for clinicians, academics, and lay persons interested in the science and practice of somatic psychology, the mind-body connection, and body - oriented psychotherapy. Dr. Joan Bory senko (author of Minding the Body, Mending the Mind), John Gray (author of Men are from Mars, Women are from Venus), and Dr. Barnaby Barrett will deliver the key note addresses.

»Somatic Psychology (also referred to as body mind psy chotherapy, body - oriented psychotherapy, etc.) is a holistic form of therapy that respects and utilizes the powerful connection between body, mind and spirit. How we are in this world, how we relate to ourselves and others, is not just purely about the mind or our thoughts, but is also deeply rooted in our bodies and our spirits. Unlike traditional talk therapy or cognitive therapy, Somatic Psychology tends to be more experiential. It has a long and rich history and is primarily derived from the theories and practices of Wilhelm Reich, a psy choanaly st and student of Sigmund Freud. Since that time it has been influenced by existential, humanistic and gestalt psychology, movement, dance and art therapy, family and sy stems theory, neurology, Eastern philosophies, and spirituality.

»Individuals seek this form of treatment for similar reasons they might look to more traditional therapy —to address stress, anxiety, depression, relationship and sexuality issues, grief and loss, addictions, PTSD, trauma including abuse recovery, and so forth. It is known to be especially effective for treating both shock trauma and also developmental trauma. Somatic Psychology has evolved into various modalities through the years. Some of the most wellknown are: Somatic Experiencing (Peter Levine), Hakomi (Ron Kurtz), Focusing (Eugene Gendlin), Bioenergetics (Alexander Lowen), and Core Energetics (John Pierrakos) to name just a few.

Somatic Psychology has evolved into various modalities through the years. Some of the most wellknown are: Somatic Experiencing, Hakomi, Focusing, Bioenergetics, and Core Energetics to name just a few.

»For over 20 years USA BP conferences have drawn attendees from across the globe. Our 2016 conference features experiential and didactic workshops addressing the ex citing future of somatic psychology and body - mind therapies with regard to three pressing topics in today's culture: sexuality, spirituality, and the body. Participants come to hear about the latest research into the mind-body connection, learn how to incorporate body —based techniques into their therapeutic practices, and better understand how accessing the body can y ield measurable results for emotional healing.

»Healing the whole person by working with the energies and emotions of our body leads us to questions about the spirituality of each human being and about the way s in which our sexual desires gird so many of our energy blocks and emotional conflicts. This Conference is especially noteworthy in that participants will have the ability to ex perience first-hand various somaticbased therapies and approaches. Additional workshops will address such topics as:

»_ How somatic psychology techniques are different from traditional counseling and talk therapy.

»_ Ways to become conscious of emotional energy held in y our body through the context of spirituality and sexuality.

»_ Various styles of somatic psychotherapeutic practices and how they address spirituality and sexuality.

»_ The implications of working in a body -based model as a client or clinician.

»A full list of presenters and workshop topics is av ailable on the conference website at: www.usabpconference.org.»

Public Administration and innovation


Newsletter L&I, n.º 91 (2016-02-15)

n.º 91 (2016-02-15)

Administração Pública e inovação | Administración Pública e innovación |
Administration Publique et innovation | Public Administration and innovation

Um inovador | Un innovador | Un innovateur | An innovator

Uma inovação | Una innovación | Une innovation | An innovation

A execução da inovaçao | La ejecución de la innovación | L’exécution de l’innovation |
The innovation execution


Liderar Inovando (BR)

«Estudos científicos para recuperação da Bacia do Rio Doce
serão intensificados» ( ► )
«Meliá comemora 60 anos apostando na internacionalização de seu portfólio com 25 aberturas este ano» ( ► )
«Gallus traz novas tecnologias para produção de ovos durante o Show Rural Coopavel 2016» ( ► )
«A verdadeira “Era do Cliente”» ( ► )

Liderar Inovando (PT)

«A TAP: Governo rejeita contratação de consultores para negociar reversão» ( ► )
«Projetos da indústria transformadora e na região Norte lideram corrida aos novos incentivos europeus do Portugal 2020. provados €700 milhões em 2015» ( ► )
«Inteligência artificial segue em frente entre o medo e a esperança» ( ► )
«De Londres e Harvard, mérito impulsiona startups» ( ► )

Liderar Innovando (ES)

«Para erradicar el hambre, ONU dio comida reciclada a gobernantes» ( ► )
«La alfareña Inés Guillorme Baldero, uno de los '30 under 30' por su innovación educativa según la 'International Literacy Association'» ( ► )
«Ropa inteligente, la nueva tendencia para seguir hiperconectado» ( ► )
«Asamblea del proyecto europeo 'Leanwind' en la sede de la Plataforma Oceánica de Canarias (PLOCAN) en Taliarte» ( ► )

Mener avec Innovation (FR)

«La Chine, futur leader de la nouvelle révolution industrielle mondiale?» ( ► )
«L'industrie du futur en test à Fos» ( ► )
Kemal Dervis: «Pour la nouvelle année, essayons de retrouver
l'espoir d'hier» ( ► )
«De la métamorphose de l’emploi par le numérique au revenu universel» ( ► )

Leadership and Innovation (EN)

Naadiya Moosajee: «Is Africa Leading the Innovation Revolution?» ( ► )
«Xerox to Separate into Two Market-Leading Public Companies Following Completion of Comprehensive Structural Review» ( ► )
James Keene and Jonathan Reichental: «Idea to retire: Government is responsible for taking care of everything» ( ► )
American Hospital Association (AHA): «America's Hospitals: Centers of Innovation» ( ► )


American Hospital Association (AHA): «America's Hospitals: Centers of Innovation»

American Hospital Association (AHA)

«As medical science continues to evolve and medical breakthroughs are allowing us to live longer more productive lives, hospitals are playing a key role in educating and training our future medical professionals, conducting state-of-the-art research and providing highly specialized care for the nation's most severely ill and injured. The ability to provide burn, transplant, neonatal care, major trauma and other care to those most in need is a vital service hospitals give to their communities and patients.

»The AHA has been a longstanding advocate for health IT, specifically the rapid adoption of electronic health records. Research has shown that certain kinds of health IT can improve care. Shared health information will allow clinicians and patients to have the information they need to promote health and make wise decisions about treatments. Health IT can also be a tool for improving efficiency. Efforts are underway across the country in hospitals – big and small, rural and urban – to adopt health IT.

»St. Vincent Health has an extensive network of physician researchers who partner with the National Institutes of Health, the Food and Drug Administration, medical device manufacturers, pharmaceutical companies, private foundations and other researchers from around the world to pioneer new medical procedures, find innovative uses for existing technologies and participate in clinical trials. Specific areas of research include cardiovascular, gastrointestinal, neurological and orthopedic health, among others.

»University Hospitals partnered with College Now Greater Cleveland, a local non-profit to help inspire high school students to attend college and consider pursuing health careers. Together they host Early Action for Allied Health Careers, a three-week summer boot camp for 40 seniors-to-be to learn about possible health-career opportunities and prepare for college entrance exams.

»Intermountain Healthcare recently announced that it would be rolling out a new, three-pronged model to pinpoint innovative ideas. It includes both an innovation lab, giving employees a platform to turn their ideas into commercial businesses, and a Salt Lake "accelerator" that links area entrepreneurs with resources. Initial areas of focus will include genomics and telehealth.

»Doctors at Robert Wood Johnson University Hospital and UMDNJ-Robert Wood Johnson Medical School were the first in the NY-NJ-CT tristate region and only the seventh nationally to use laser ablation, a revolutionary, minimally invasive laser technology that utilizes light energy, to treat epilepsy. Surgeons successfully performed the first procedure on a 61-year-old man who had been suffering from epileptic seizures since childhood. The patient has been seizure-free since that time.

»In addition to technology and innovative treatments, just as important to patient care are the innovations that enable caregivers to work more effectively at the Johns Hopkins Hospital. Those include a real-time locating system that instantly tracks equipment anywhere in the hospital and can locate staff on the inpatient units, and an automated underground system that hauls supplies and waste materials through a tunnel and out to the hospital’s loading dock, a quarter mile from patient care areas.

»Innovation has always been at the forefront of the Columbus Regional Health Lung Institute in Indiana. The Lung Institute is the first hospital in the state to use the superDimension/Bronchus system for the minimally invasive diagnosis and treatment of lung disease. With it, doctors can reach areas of the lungs in a way that was never before possible. With earlier diagnosis, specific therapy for lung cancer can be started sooner at a more treatable stage.

»The FastTrack Innovation in Technology Award provides Boston Children’s Hospital innovators who submit clinical software ideas with dedicated, skilled software development support, business analysis and deployment expertise.

»The Innovation Institute at Henry Ford Hospital focuses on a number of emerging sectors in the health care industry. Those include developing innovations in virtual breast biopsy, knifeless surgery and rapid diagnosis of viruses and cancers, among others.

»The University of Utah Health Sciences Center’s Bench-to-Bedside competition is an exciting and vibrant program designed to introduce medical students, engineering students and business students to the fascinating world of medical device innovation. Student teams are given the task of identifying an unmet clinical need. They have access to more than 100 university physicians from a broad area of specialties to serve as their consultants, key opinion leaders and stakeholders. The top teams are awarded prize money intended to provide initial funding to support further project development.

»The Rhode Island Hospital Medical Simulation Center has been providing high-tech facilities, expert staff, and the most realistic training environment possible since 2002. The center, a custom-designed and built 3,000 square foot training and assessment facility, is the largest and best equipped adult and pediatric center in southern New England.

»The Center for Treatment of Paralysis & Reconstructive Nerve Surgery at Jersey Shore University Medical Center provides some of the most advanced surgical treatment of paralysis and nerve injuries in the world today.

»Froedtert & the Medical College of Wisconsin have led the way in researching clinical uses of new imaging technology. Studies of General Electric Health CT technology have set the standard for imaging protocols and clinical applications. New York-Presbyterian Hospital has opened a dedicated innovation space at Blueprint Health, a New York City-based accelerator and coworking space for health tech startups. This new space will help foster the hospital’s collaboration with the technology and startup sector in New York City and bring new technologies into use at the hospital.

»The Healthcare Innovation Program (HIP) is an interactive network among members of Atlanta’s health care organizations, including Children’s Hospital of Atlanta and Grady Health, that provides information, resources, and community connectivity to support and enhance innovation in healthcare research, education, and service. Key topics include quality, cost and access to health services across the contexts of providers, payers, and recipients.

»Idaho’s Saint Alphonsus Health System Foundation Endowment Grants invite employees to bring their best ideas forward for improving patient care, safety, comfort and satisfaction; addressing unmet community health needs; caring for their colleagues and their work environment; or otherwise promoting the hospital’s mission ‘to heal body, mind and spirit, to improve the health of the community, and to steward the resources entrusted” to them. The competitive grant program provides up to $50,000 per project, and a total of about $450,000 across the 15 or more proposals funded in full or part each year. Applicants are challenged to ‘connect the dots’ of their project through to the patient experience in plain language that can be easily understood, even by non-clinicians

»Affiliated with the Alpert Medical School of Brown University, Butler Hospital’s clinical research trials provide valuable information on brainbased diseases. Through our research, new treatments are being discovered for diseases including depression and anxiety, obsessivecompulsive disorder (OCD), Alzheimer’s disease, Movement Disorders, such as Parkinson’s disease, and addictions. As a result, people with these life-altering illnesses are finding relief and helping develop innovative treatments.

»Since 1987, the Braceland Center for Mental Health and Aging at The Institute of Living/Hartford Hospital has conducted research and education to improve the health and well-being of older persons. There are a number of diverse research, evaluation and education projects underway at the Braceland Center. Major areas of research address mental health issues and access, long-term care and Alzheimer's disease, and health care quality and evaluation.

»UCLA’s Children’s Discovery and Innovation Institute at Mattel Children’s Hospital connects all research and training activities related to improving children's health, spanning from discoveries at the bench to translation to the bedside to rolling out to community practice through collaborations and networks established locally, nationally and globally. Among the four core areas of research: brain, behavior and development; nutrition, metabolism and growth; cancer and regeneration; infection, inflammation and immunity.

»In lab experiments using tissue samples cultured from cystic fibrosis patients, scientists at the UNC School of Medicine and the UNC Marsico Lung Institute have shown that a new CF drug counteracts the intended beneficial effects of another CF drug. The research offers several insights into how novel CF pharmacotherapies could be improved improving care for cystic fibrosis patients.

»Although bladder cancer is the sixth most common form of cancer in the U.S. and the most expensive to treat, the basic method that doctors use to treat it hasn’t changed much in more than 70 years. An interdisciplinary collaboration of engineers and doctors at Vanderbilt and Columbia universities intends to change that situation dramatically. The team has developed a prototype telerobotic platform designed to be inserted through natural orifices – in this case the urethra – that can provide surgeons with a much better view of bladder tumors so they can diagnose them more accurately. It is also designed to make it easier to remove tumors from the lining of the bladder regardless of their location – an operation called transurethral resection.

»Sutter Health’s Mills-Peninsula Center for Innovation & Research is a living laboratory for new care models, promising technologies, therapeutic products, services and treatments. It includes collaboration with biotech partners and start-ups for new technologies, as well as a simulation center for training and piloting new surgical and medical technologies.

»Centura Health embraces innovation and dynamic new thinking on everything from technology to treatment and has created C3I: the Centura Health Centers for Clinical Innovation. It’s purpose-built to push the boundaries on health care when it comes to what matters, like fighting complex diseases, speeding up recovery and searching for better outcomes. One example is Centura Health at Home, the first program in Colorado to implement a telehealth system to support patients through the use of a two-way video monitoring station. Telehealth programs like telestroke improve local access to high-value care.

»Allina Health hopes to become a national leader in creating innovative, sustainable models of care and sharing best practices and innovation.

»The Center for Healthcare Research & Innovation leverages the experiences of others and seeks collaborative partnerships as it fosters innovative approaches to providing care. One such example is the Robina LifeCourse program that aims to establish a new way of providing care for individuals with dementia, stage three and four cancer and heart failure. The goal of LifeCourse is to support study participants by using a whole-person approach and exploring and providing resources to help those with serious illness to live as they wish.

»University of Minnesota Children’s Hospital physician-researchers have recently published promising results showing the healing power of stem cells to repair skin- demonstrating that lethal skin disease can be successful treated.

»Mission Health launched a graduate certification program in health care innovation management, a program designed to foster innovative ideas for the health system. More than 30 students — Mission Health employees —recently completed this two-year program, which included classes offered under Mission Health's Center for Innovation and the Center for Leadership and Professional Development. Students produced innovative solutions to health care and operational practices at Mission Health and a committee will choose among these solutions for implementation.

»Duke Medicine has been a pioneer in solid organ transplantation since establishing one of the nation’s first kidney transplant programs in 1965. They use the latest advances in transplant medicine to expand the pool of available organs, including aggressive organ recovery efforts and innovative organ preservation strategies. Duke Medicine also has a thriving living donor program, specifically for kidney and liver transplants, which helps offer patients the best chance for excellent outcomes.

»The Center for Medical Education + Innovation at Riverside is a state-of-the-art medical education facility with a training center incorporating some of the world's most advanced health care technologies available. Through the use of human patient simulators and other advances in medical education technology, the Center enables Riverside Medical Education to simulate patients and the patient experience in a wide variety of clinical situations. It offers a safe way for medical professionals to practice new technologies and advanced procedures.

»The Stoeckle Center at Massachusetts General Hospital focuses on exploring innovative ways to improve health and experience of care for patients. One such program is the Ambulatory Practice of the Future is an innovative primary care clinic that focuses on comprehensive, proactive population management and empowers patients in their care.

»Beacon Health System believes that creating a culture of innovation is the best way to maintain a world-class service leadership position, attract and retain the best staff and most importantly, provide top quality care for patients and physicians. Beyond research and development, they work to infuse innovation into all staff members and leaders at Beacon have learned first-hand the value of innovation as a core competency. Their leaders have learned that building an inspired, project-oriented, problem-solving workforce is one of the most powerful ways to prepare for any business challenge. These core innovation skills are vital to sustaining a successful organization and improving care. Innovation to improve process and improve care is strongly encouraged. Through attempts at innovation, plenty of ideas fail but to curb the fallout leadership offers "good try" rewards to recognize and promote promising proposals. Staff members are invited to make presentations to senior management about lessons learned from failures, again promoting a culture of innovation.

»A team of heart specialists at Detroit Medical Center’s Cardiovascular Institute successfully conducted the Midwest’s first-ever “roboticassisted” coronary revascularization to relieve heart artery blockages. The successful implementation of the pioneering new treatment procedure – unique in Michigan and so far performed at only three institutions in the United States – means that DMC heart care patients now have access to the world’s most advanced treatment method for relieving blockages in heart arteries.

»Huntington Memorial Hospital created the Institute for Nursing Excellence and Innovation, designed to further enhance training and preparation of Huntington Hospital’s nursing workforce. One program within the institute is the establishment of a Nurses Scholars Program – where new nurses or nurses just joining the Huntington team are matched with seasoned members of Huntington Hospital’s nursing team who provide one-on-one mentoring, counsel and support. In addition to preceptors for new nursing graduates, the institute offers specialty training programs in critical care, emergency medicine, obstetrics, neonatal intensive care, surgery, pediatric intensive care and other areas.

»Through the institute the hospital will also expand its nursing education offerings in order to increase the number of nurses with degrees and with specialty certification in their fields.

»Johns Hopkins Hospital uses state-of-the-art technologies and innovations to enhance patient care in three ways: greater precision and safety, more comfortable patient experience and improved coordination and smoother workflow. For example, repeated alarms, beeps and overhead pages are familiar to anyone who has stayed in a hospital. Yet these noises can disturb patients and distract staff. An example of how they have enhanced the patient experience can be seen at the Sheikh Zayed Tower and the Bloomberg Children's Center, where patients enjoy a quieter, more peaceful environment. New technology eliminates overhead paging, advanced building materials absorb sound and thoughtfully-designed floorplans reduce the foot traffic and noise that occurs at busy nursing stations.

»Brigham and Women’s Hospital is dedicated to the pursuit of innovative ways to treat patients and improve health care. The Brigham and Women’s Hospital Cartilage Repair Center was founded as the first U.S. center solely dedicated to the treatment of cartilage damage and continues to be among the busiest cartilage transplant centers in the nation. The CRC provides a number of innovative cartilage repair procedures, including autologous chondrocyte implantation, wherein a patient’s own healthy cartilage is used to regenerate unhealthy cartilage in the knee, ankle or shoulder. They carefully examine each patient’s condition and goals to select the treatment option that best matches the physical demands of the patient’s lifestyle and then do everything possible to treat men and women who are 15 years and older, whether they’re simply seeking to walk comfortably or return to competitive sports.

»The Connecticut Institute for Primary Care Innovation is a collaborative enterprise between Saint Francis Care and the University of Connecticut School of Medicine that is committed to the development and successful implementation of innovative models of primary care.

»CIPCI includes a collaborative theater to support learning sessions designed for clinicians, simulation studio with moveable walls for patient flow and office redesign simulation, idea lab for brainstorming and lean process mapping, hi-fidelity large screen videoconferencing all with the aim improving primary care education and innovation and conducting groundbreaking research on the best ways to deliver primary care. UCLA Health is committed to providing an extraordinary opportunity for the advancement of medicine and improving patient care. UCLA Health physicians are leaders in a variety of minimally invasive and robotic procedures, one of which is robotic telemedicine. A new breed of robot allows physicians to virtually consult with patients in the UCLA neurosurgery intensive care unit, even if they are miles away. The physician consults with patients, family members and other caregivers in two-way conversations that are face-to-face encounters thanks to cameras built into the robot and the physician's computer.

»The caregivers at Thomas Jefferson University Hospital are committed to finding new knowledge, innovations and improvements. Examples of such commitment can be found through a new information technology nurse resource group dedicated to advancing the science of nursing through direct care nursing involvement in the technology that shapes the care environment; development of fall prevention strategies; and a department dedicated to nursing research and empowering nurses at all levels to actively participate in research and evidence-based practice activities.

»Lung cancer poses a unique problem. Delivery of precise, highly targeted radiation to the lung is difficult because the tumor moves as the patient’s lungs move during the process of breathing. If radiation is delivered to the lung without precise motion planning, the potential exists not only to miss the tumor, but also to damage healthy cells. The Phantom Lung is a device being developed by Henry Ford’s Innovation Institute. This lung device allows radiation oncologists and medical physicists to work together to understand the nature of lung tumor motion and, consequently, to validate models developed to account for accurate targeting of the tumor during motion. Ultimately, the Phantom Lung will be used to improve patient outcomes by potentially improving targeting accuracy and limiting radiation dose to surrounding healthy cells.

»Catholic Health Partners is rolling out a new innovation in an effort to engage and educate patients. The new app ties directly to each patient’s electronic health record, providing information on test results, medications and upcoming procedures. It also provides educational information related to a patient’s condition and treatment, and allows patients to view medication instructions, learn about upcoming procedures and perform other tasks to make their stays more productive and enjoyable. Some patients even take tablets home as they recover, with a goal of improving patient satisfaction and reducing readmissions.

»The University of California’s Center for Health Quality and Innovation recently launched a new two-year initiative led by UC San Francisco aimed at expanding access to palliative care in intensive care units across five UC academic health centers, which along with UC’s 17 health professional schools are collectively known as UC Health. Titled “IMPACT-ICU: Integrating Multidisciplinary Palliative Care into the ICUs,” the project initially aims to help bedside critical care nurses understand how to integrate palliative care into their day-to-day work. The thinking is that while palliative care is a multidisciplinary effort, nurses are the most constant element in a patient’s care and are therefore well suited to becoming leaders in expanding access to this type of care in ICUs.

»Virginia Hospital Center is using ground-breaking technology that allows surgeons to capture the minute differences between healthy tissue and cancerous tissue at the time of surgery. If cancerous cells are found at the margins, the surgeon can excise the additional tissue during the initial surgery. This new technology will benefit breast cancer patients undergoing breast conservation surgery. The revolutionary device delivers real-time breast cancer margin assessment during surgery and helps surgeons make sure that all cancerous tissue is removed around a breast cancer site by assessing the electromagnetic response of healthy vs. cancerous tissue, allowing for an easy and instant assessment of cancer on the margin of excised tissue. This has been shown to reduce the likelihood of a second surgery by delivering clarity in the operating room.

»Presbyterian is moving to an electronic health record designed to improve the way they provide care. Their new EHR offers easier and faster access to important health information, both for patients and for the care team. An EHR allows Presbyterian patients to sign up for “MyChart”, which makes them active members of their care team. “MyChart” allows patients to have secure online access parts of their EHR from a computer, tablet or smartphone.

»The MultiCare Institute for Research & Innovation was established and exists in a not-for-profit community hospital in order to directly serve the local patient population. Having clinical trials available gives patients treatment options that would not otherwise be available and the research reflects needs of local community. One such example is a recent neurosurgery trial for patients who are having brain tumors surgically removed. A dose of an oral investigational medication was given prior to surgery, the medication causes tumors to fluoresce – light up – under UV light and in turn the fluorescence allows surgeons to see the tumor tissue more clearly distinguished from normal brain tissue.

»The Pediatric Innovation Program is a collaboration of Penn State Hershey Children’s Hospital, Penn State University and industrial partners that focuses on improving the development of technology for infants and children. The program provides a forum for clinicians, engineers and industry to exchange ideas with the goal of innovating clinically relevant technology for rapid translation into clinical solutions. The Pediatric Innovation Program maximizes the potential for research and innovation by creating an environment where people from many disciplines can collaborate to develop technology that will enhance the care provided to infants and children and improve their long-term outlook.

»Researchers at University of Michigan Health System are working to develop technology-based approaches to improve the health of teens and young adults with physical, cognitive and neurodevelopmental disabilities. They will explore how technology already familiar to younger groups, such as mobile devices and video games, can be used to implement innovative types of support, reminders and motivation for young adults with spina bifida, cerebral palsy and other disabilities. These new tools will leverage research in artificial intelligence and cognitive science to help adolescents and young adults develop skills ranging from self-administration of medication and emptying bladders through a catheter to managing stressful social situations and being motivated to pursue personal life goals.

»Dayton Children’s Hospital has implemented new technologies that significantly reduce radiation exposure in infants and children during CT and fluoroscopy procedures. These new technologies are the next steps in Dayton Children’s long-term commitment to providing imaging tests that are safer for kids.

»Norman Regional’s Oklahoma Wound Center offers specialized treatment and comprehensive approach for those who suffer with chronic or non-healing wounds. More than six million people suffer from these types of wounds, and that number continues to rise as more people are diagnosed with diabetes and heart disease, and the population ages. The Oklahoma Wound Center provides technically advanced, surgically oriented, interdisciplinary outpatient care to those with chronic or difficult to heal wounds that resist conventional therapy.

»Riverside Methodist Hospital has a strong commitment to innovation and staff are strongly encouraged to contribute innovative ideas about patient safety and patient care. One example of innovation improving care for patients can be seen through the hospital system’s implementation of an eICU where technology allows a network of cameras in every ICU patient room to feed back to a single control center where a board-certified critical care physician closely watches patients’ progress 24-7. Since installing the eICU, Riverside’s ICU mortality rate has dropped 15 percent.

»The Carl and Edyth Lindner Research Center at The Christ Hospital has participated in more than 1,200 clinical research trials (130 active trials) and has introduced many of the new techniques in cardiovascular medicine over the past 25 years. The Carl and Edyth Lindner Research Center strives to identify the most promising therapies and provide them to patients. A current example is the participation in four important clinical trials that explore potential regenerative treatments for post-heart attack care, medically refractory angina and advanced heart failure.

»With estimates putting the number of people age 65 and older around 60 million in the coming years, and as approximately 80% of those older persons will have musculoskeletal complaints, research on how to better treat fractures in older adults is urgently needed. The University of Rochester Medical Center’s Geriatric Fracture Center is committed to keeping pace with medical advances and caring for patients using the latest innovations and technologies. Doctors from the Geriatric Fracture Center are developing a national teaching program to share their knowledge and methodology in treating geriatric fracture patients with doctors from other hospitals throughout the country. New technologies help them improve outcomes, increase safety and enhance the quality of care for patients.

»The University of Colorado Hospital’s Center for Surgical Innovation conducts surgical training classes and is dedicated to teaching the latest surgical techniques, many involving minimally invasive approaches, to practicing surgeons, residents and medical students. CSI provides training for a wide range of surgical disciplines and the training helps students keep pace with technological advances – in imaging, precision instruments, and prosthetics – that have dramatically expanded the use of minimally invasive surgical techniques. These techniques require specialized training, even for experienced surgeons.

»Beaumont Hospitals applied and clinical research emphasizes research with direct application to patient care. More than 900 research studies are active, allowing over 80,000 patients to be registered in the various clinical trials. Research also is aided by Beaumont’s

»Applebaum Surgical Learning Center, where surgeons can practice new procedures and technologies outside of the operating room, which improves patient safety.

»One of the many areas of innovation found at Oro Valley Hospital is in their Joint Program. With the goal of restoring patients to pre-injury status, the clinicians at Oro Valley use advanced surgical equipment integrated with the latest in diagnostic imaging systems to conduct procedures like partial robotic knee resurfacing that can reduce or eliminate knee pain and get patients back faster to doing the activities they enjoy.

»BioMed 21 is a bold Washington University initiative dedicated to translating basic science discoveries into real-world clinical solutions. The ultimate goal is to transform the very meaning of medicine, moving from treating symptoms of disease to arresting disease at its very root and even preventing illness altogether. To carry out its mission, they have established seven Interdisciplinary Research Centers, which conduct and promote research and education across the School of Medicine and beyond. By bringing together talented students and faculty from multiple specialties, the IRCs address scientific questions more effectively and efficiently than would otherwise be possible. For the greatest impact, the IRCs strategically take aim at the specific biological malfunctions that give rise to entire disease families, with the goal of devising solutions and applying them broadly. Washington University School of Medicine is affiliated with Barnes-Jewish Hospital.

»Children’s Hospital Colorado believes that every child deserves to have a happy, healthy future and innovation and research are key components to improving the outcomes for children with heart conditions. The Heart Institute at Children’s Hospital Colorado supports a mission of research, including a team of clinical and basic science researchers focused on improving the understanding and treatment of heart disease. Their interventional cardiologists were among the first to use minimally invasive heart catheters to reach and repair heart defects in children and The Heart Institute is also part of the National Pediatric Cardiology Quality Improvement Collaborative, an initiative to improve outcomes for kids with congenital heart disease, allowing Children’s Hospital Colorado to work with many other national pediatric cardiology and cardiac surgery centers to share information and improve the quality of life for kids with single ventricle cardiac anatomy.

»At Celebration Health there is a recognition that medical breakthroughs come through the shared efforts of health care and medical field leaders from around the world, and that each new discovery becomes another building block that leads to the next leap forward in care. The drive toward research and innovation led to the founding of the Nicholson Center, an advanced research and training center that is a model for open collaboration to enhance medical technology, practices and standards across the entire spectrum of leading-edge health care. To date, it has trained more than 60,000 clinical and surgical specialists from around the world in minimally invasive laparoscopic, robotic, telemedicine and medical simulation technologies and procedures—many pioneered in the center itself. Students, educators, industry, researchers, clinical organizations and even the U.S. military come together to learn, develop and create the breakthroughs that help power tomorrow’s health care.

»The University of California’s Center for Health Quality and Innovation awarded 11 grants earlier this year for projects designed to improve patient care and reduce the risk of clinical harm to UC surgery patients. About 110,000 patients undergo surgery each year at UC medical centers and the grants will support innovative projects designed to improve outcomes for neurosurgical patients, increase the quality of care for high-risk colorectal surgery patients and decrease surgical site infections in patients undergoing procedures such as knee and hip replacements throughout UC Health. The grants are part of UC Health’s efforts to improve patient care and satisfaction at medical centers at UC Davis, UC Irvine, UCLA, UC San Diego and UC San Francisco. Along with the grants, fellows will receive training in leadership and change management from the UCSF Center for Health Professions, which also has trained previous innovation center awardees.

»Surgeons with the Elkhart General Hospital Center for Joint Replacement have begun to perform orthopedic knee replacement surgery using a new technology that harnesses the latest innovations in sensors, microelectronics and wireless communications to improve health care outcomes and reduce the cost of treating musculoskeletal disease. Knee replacements performed with this new “intelligent” orthopedic device may reduce the risk of the implant failing prematurely.

»UnityPoint Health is one of the nation’s largest integrated health systems with 29 hospitals, more than 280 clinics and home health services working together to coordinate care across rural and metropolitan communities in Iowa and Illinois. The health system is embedding palliative care within its broader population-based approach to health to ensure access to services for patients with serious illnesses. It has incorporated palliative care in its chronic care management program and services, providing outpatient and home visits to make sure that patients receive the right care in the right place. Patients and families are actively involved in advance planning and determining the goals of care. With their symptoms being effectively managed, patients avoid unnecessary emergency room visits and readmission to the hospital.

»Surgeons at Indiana University Health Methodist Hospital implanted the state’s first total artificial heart into a patient – a medical milestone that creates new possibilities for Hoosiers with severe heart failure. Used only as a last resort when other medications and treatments fail, the artificial heart is a mechanical device that serves as a temporary “bridge to transplant” for patients with end-stage failure of both sides of the heart. The technology is designed to replace the complete functions of a healthy human heart’s ventricles and valves so individuals with severely weakened hearts can regain their strength and stay alive until an actual human donor heart becomes available.

»When physicians at Largo Medical Center and Northside Hospital diagnose a patient with atrial fibrillation (afib), an irregular heartbeat, they can now offer innovative minimally invasive treatment options through the Convergent Procedure and Cardiac Cryo-Ablation. The convergent procedure, a closed-chest minimally invasive approach performed to treat the most difficult forms of atrial fibrillation allows for shorter hospital stays in comparison to open heart surgery, taking many afib patients off medications they have been on for years. Cardiac Cryo- Ablation delivers a refrigerant through an inflatable balloon freezing tissue, disabling unwanted electrical circuits and is known for its low risk for complications.

»The Gibbs Cancer Center and Research Institute at Spartanburg Regional Medical Center is part of a National Cancer Institute network of community-based hospital cancer centers working to reduce health care disparities. GCC conducted a targeted communication outreach program to get more African-American women screened for breast cancer, focusing outreach efforts on faith-based organizations and using mobile mammography. Activities included sending letters to introduce the program to key community leaders, making cold calls to churches to schedule presentations and networking at community and business events. GCC also introduced its mobile mammography unit in 2010 to help reduce screening barriers for all women, but targeted to serve African-American women.

»Rutland Regional Medical Center will be using space on its medical campus for the Rutland Regional Solar Center, a 150-kilowatt solar farm and educational center that is expected to become a destination for local schoolchildren and adults.

»The Solar Center will be built on Rutland Regional property and will generate clean, renewable energy. The hospital will be credited with 10% of the project’s output and the remaining energy will go onto the local electric grid helping the community with a clean, affordable energy mix.

»The University of New Mexico Psychiatric Center part of University of New Mexico Hospitals provides a full spectrum of innovative and collaborative mental health and psychiatric care for all New Mexicans. The center has evolved into the largest community mental health provider in the state with telehealth/telemedicine links throughout its communities, schools, corrections facilities and more. The center works to advance science through research; delivering progressive health care services from addiction and substance abuse programs to senior care to psychiatric emergency services.

»Inova Translational Medicine Institute is Inova’s visionary initiative to bring personalized medicine to Northern Virginia and the world. It is leading the transformation of health care from a reactive to a predictive model using technological innovation, pioneering research and sophisticated information management. The goal is to provide the right treatment for the right patient at the right time, and ultimately preven study of genes and their function) and the molecular sciences to patients, optimizing individual health and well-being.

»Northwestern Lake Forest Hospital’s Home Health Team combines more than 40 years of experience with new health care technology to ensure quality care for patients in their homes. In 2012, Northwestern Home Health expanded the specialty service of caring for transplant patients in their homes. Recognizing a growing need for these skilled services, Northwestern Home Health brought in an advanced practice nurse from the Northwestern Memorial Hospital transplant unit to deliver an in-depth educational program to enhance our nurses’ skills. The staff at Northwestern Home Health now applies this advanced skill and knowledge to care for transplant patients, who require astute nursing assessment and care coordination with their physicians during a time of serious illness.

»Allina Health hopes to become a national leader in creating innovative, sustainable models of care and sharing best practices and innovation. Allina’s Center for Healthcare Research & Innovation leverages the experiences of others and seeks collaborative partnerships as it fosters innovative approaches to providing care. The Center is looking into new models for care and coverage for underserved populations, investments in innovative community health improvement initiatives, supporting clinical research and other health care innovations, as well as developing new approaches to care and disseminating that knowledge widely.

»Detroit Medical Center (DMC) developed The Center for Quality and Innovation at DMC’s Children’s Hospital of Michigan with the sole purpose of improving the quality of health and health care services delivered to children. Just a few of the many miracles taking place at Children’s Hospital of Michigan include – implanting the first mechanical heart pump ever received by a child in Michigan; helping develop the Genesis Stent, a life-saving device that opens blood vessels that grow with the child, eliminating the need for open-heart surgery; and identifying an infant cooling technique to reduce the incidence of disability and death in infants who failed to receive enough oxygen during birth.

»Beaumont Health System's strengths in patient care translate to strengths in research. Beaumont clinicians have a notable record of innovation and creativity. Results from their research have resulted in improved standards for patient care including advanced, precision radiation technology that significantly reduces the time and expense of treating breast cancer.

»Hartford Hospital was home to Connecticut’s first “simulation center,” which has grown into The Center for Education, Simulation and Innovation. CESI is one of the only facilities to offer a fully comprehensive range of robotic and high-tech training capabilities, including robotic and endovascular simulators, task trainers, ultrasound technology and five simulated clinical environments (labor and delivery, resuscitation, ICU, trauma/ED and operating room) each with its own control room. The departments of anesthesia, critical care, emergency medicine, Ob-Gyn and surgery all use the facility to orient first year residents and fellows to clinical practices. The residents are able to experience hands-on training without the added pressure of performing tasks on real people. It builds their confidence and allows them to learn, practice and repeat procedures in a controlled, non-rushed environment.

»The UMC Southwest Cancer Center in association with Texas Tech University Health Sciences Center physicians are pioneers in bone marrow transplantation in West Texas and Eastern New Mexico. This Bone Marrow Unit is the region’s first stem cell transplant program and the only Foundation for the Accreditation of Cellular Therapy accredited program to perform autologous transplants, and offers renewing hope for patients and families with advanced cancer.

»“Research Day” is just one example of how Brigham and Women’s Hospital shows its commitment to innovation and research. Last fall the Biomedical Research Institute at BWH held its first “Research Day,” a day-long public celebration featuring discussions on the importance of medical research and included 150 poster presentations by leading BWH researchers on today’s hottest health topics, such as obesity, healthy aging and personalized medicine. Additionally, the BRIght Futures Prize was awarded to a researcher and his team who are searching for effective and responsible ways to use DNA sequencing technology in newborns to help families understand a child’s genetic risk for developing diseases such as diabetes, heart disease or cancer.

»Tufts Medical Center is a pioneer in groundbreaking research, including numerous clinical trials taking place in Boston. Their mission is not only to advance knowledge but to train physicians and non-clinicians to become the investigators of the future. Tufts Medical Center research led to the discovery of drugs that prevent the body’s rejection of transplanted organs, coining the term "immunosuppression," and also brought to light the link between obesity and heart disease.

Hospitals are playing a key role in educating and training our future medical professionals, conducting state-of-the-art research and providing highly specialized care for the nation's most severely ill and injured.

»Akron Children's Rebecca D. Considine Research Institute includes visionary centers of excellence that are dedicated to exploring forwardlooking research fields with potential for novel investigative advances – one of which is the Center for Nursing Research. The breadth and scope of nursing science are wide-ranging, encompassing topics from patient care and safety to nursing productivity. By evaluating promising new patient care strategies and methods, nursing research contributes to compassionate care — easing the emotional burden of children and families coping with serious, sometimes painful, life-threatening medical conditions. The pursuit of nursing excellence through research also generates “best practice” patient care models to enhance the practice of nursing nationally.

»The belief at Greenville Hospital System is that, to heal compassionately they must teach innovatively. Health system leaders believe there is a straight line from innovation in medical education to the best health care. First-year medical students are required to participate in a sixweek EMT course to test their clinical, critical problem-solving and communication skills in the heat of true-to-life disaster situations. While other medical schools incorporate EMT training in their curriculums, Greenville is the only one in the nation to require students to take a 200- hour certification course, maintain certification for two years and work as EMTs in the community during that time. The intent is to give them both practical experience setting broken bones, treating wounds and opening airways but also to connect the medical students to the community and patients in a novel, intimate way; teaching them interpersonal skills such as empathy and how to communicate.

»Medical oncologists in the Center for Melanoma Oncology at Dana-Farber/Brigham and Women's Cancer Center are pioneering new treatment approaches, including new trials of combination and adjuvant therapies, for all forms of melanoma. A groundbreaking discovery was made as the team led a trial resulting in the first drug to demonstrate a survival benefit for patients with metastatic melanoma and the first drug to be FDA-approved for melanoma in 13 years.

»The Harrington Heart & Vascular Institute Research & Innovation Center at University Hospitals is the largest biomedical research center in the state of Ohio. The team of caregivers and researchers at the Cardiovascular Research Center work specifically to improve the clinical diagnosis and treatment of cardiovascular diseases, using both translational research as well as advancements in biomedicine. Through this commitment to innovation, they work to improve industry standards and quality of patient care. Lack of complete, accurate communication at points of transition is a major issue affecting the quality and safety of patient care in the perioperative setting. Health Central's innovative model demonstrates how a structured handoff tool and standardized communication process of essential care elements prevents patient harm, adverse events and negative patient outcomes.

»Nurses and staff at Columbus Regional Hospital figured out how to analyze past patient data in a different way. The result is an Early Warning System that helps with patient care. It pinpoints very ill patients before their condition deteriorates and sends the information to portable, handheld devices alerting specially trained care teams in time to head off critical consequences. The Early Warning System, coupled with other innovations, has led to a reduction in cardiac/respiratory arrests, reduction in Critical Care Unit mortality and improved the care of Congestive Heart Failure patients.

»University of Chicago Medicine provides world-class medical care, but also does much more - conducting a wide range of clinical and basic science research. Innovation is a way of life there, bringing together experts from diverse backgrounds to explore fundamental questions in biology and genetics. Scientists across the University of Chicago Medicine are working in multidisciplinary teams to understand and better treat many neurological conditions, conducting critical clinical and neurophysiological studies and providing valuable collaborations with the neuroscience researchers in other departments that leading to better patient care.

»Florida Hospital's Innovation Lab serves as an incubator of ideas, where some of the biggest challenges within the delivery of health care are solved. Teams of doctors, nurses, directors, administrators - anyone who has an idea of how to improve services - are able to work together toward the betterment of patient care. The Innovation Lab's creative space and collaborative atmosphere galvanize each team's thought process for the task at hand. Here they work toward improving critical aspects of health care, such as staff responsiveness, administering medications, hospital cleanliness, equipment allocation, enhancing communication between departments, doctors, nurses and patients, and much more.

»Boston Children's Hospital has made a strong commitment to fostering innovation that can be seen through the Innovators' Forum that they host monthly. The forum is a monthly meeting for innovators and people interested in innovation at Boston Children's Hospital. It is intended to help build and educate a community of innovators who can support one another. Both established guest speakers and innovators looking for input are able to present their ideas and solicit feedback, resources and help. Ohio, Kentucky and Maine were recently recognized during the Office of the National Coordinator of Health IT's annual meeting as states that are using health IT in ways that will make a meaningful difference in improving health care for patients.

»The Wisconsin Collaborative for Rural Graduate Medical Education was launched in partnership with the Baraboo Rural Training Track, the University of Wisconsin School of Medicine and Public Health and several rural hospitals. The intent of the collaborative is to take advantage of efficiencies of scale and relieve some of the administrative burden. It is designed to provide leadership for nurturing a cooperative approach for small community organizations to work together to offer resident training experiences in their local hospitals and clinics and progress is being made in expanding the number of graduate medical education opportunities that are available to physicians in rural areas. The Wisconsin Collaborative for Rural Graduate Medical Education is an example of hospitals/health systems coming together to create innovative solutions.

»Members of the Johns Hopkins Hospital melanoma program include surgeons as well as experts from dermatology, medical oncology and nursing, among other disciplines. These clinicians are involved in elevating melanoma clinical research. While research certainly plays a prominent role within the program, the Hopkins Melanoma Program is a perfect example of clinical teamwork, with staff members meeting regularly to discuss patient cases and to brainstorm about treatments and care. The program provides a platform for clinicians to work together, not only in patient care but also in clinical trials designed to develop better treatments.

»Nothing is more important to seriously ill children, and those who love them, than a cure. That's why University Hospitals Rainbow Babies & Children's Hospital and its physician-scientists devote so much to discovering new therapies and providing hope. Their innovations include testing new ways to control the most common, aggressive and deadly childhood brain cancer, medulloblastoma, through developing new drugs that work by regulating an enzymes; developing new therapies to stop leukemia cells' invasion of the brain and nervous system; and creating tools to help teens better manage Type 1 diabetes through use of continuous blood-glucose monitors.

»Maimonides Medical Center uses a pregnant robot to help train future physicians. The birthing simulator can be programmed to replicate numerous scenarios ranging from a normal vaginal birth to a Cesarean section or breech birth.

»The Missouri Hospital Association has announced a new “Grow Your Own” program to support hospitals' efforts to strengthen and grow the health care workforce. Beginning March 1, 2013, the MHA Center for Education will accept grant applications from Missouri hospitals to augment funding for programs that attract and retain talent and for programs that build leadership skills within the hospital community.

»Vet Connect is a web-based initiative to raise awareness about the employment, health and community resource needs of veterans on Long Island. This public awareness initiative is the work of the Nassau-Suffolk Hospital Council (NSHC) and its member hospitals. The initiative underscores hospitals' recognition of the extraordinary service veterans have made to this country and hospitals' commitment to assisting veterans with their employment and health care needs. Once users click on the Vet Connect icon, they are brought to interior pages that provide direct links to hospitals' job banks, military skills translation assistance and health care career training programs for veterans. The service is also accessible via hospitals' websites.

»The Henry Ford Medical Group has a long history of innovation over the past century, including the first open heart surgery, the first kidney and pancreas transplants, delivery of new medicines from heparin to human insulin, as well as new therapies such as spinal radiosurgery to reduce cancer pain while preserving ambulation.

»Hartford Hospital was home to Connecticut's first "simulation center," which has grown into the Center for Education, Simulation and Innovation, the centerpiece of Hartford Hospital's pioneering vision to revamp the medical educational system. CESI is a regional and national training destination. As the second-largest surgical center in New England and the northeast's largest robotic surgery center, Hartford Hospital continues to be a hub for medical training. CESI features exact replicas of an operating room, intensive care unit, delivery room and trauma room. It has the same equipment as the hospital, including two da Vinci robots and two robotic simulators designed especially for training purposes.

»The research program at Beaumont Hospitals grows directly out of their commitment to high-quality patient care with rigorous programs of applied and clinical research emphasizing research with direct application to patient care. Since the Beaumont Research Institute was established more than 30 years ago, it has been improving patient's lives through quality clinical research. Beaumont research consists of drug and device development and testing, patient care outcomes, pre-clinical and laboratory research. More than 900 research studies are active at Beaumont Hospitals in Michigan, including applied and clinical research, as well as clinical trials. Currently, more than 430 investigators in more than 35 departments conduct research.

»Allina Health is committed to creating innovative, sustainable models of care and sharing best practices and innovations. To meet this goal, Allina Health established their Center for Healthcare Research. The focus is on identifying new care models and treatments that can help transform health and health care, while advancing their strategic vision to improve patient care and serve as a catalyst for change in health care locally and nationally.

»Cardiac surgeons at the University of Maryland Medical Center in Baltimore were the first in the world to use a surgical robot to help perform minimally invasive aortic valve bypass surgery.

»The Center for Surgical Innovation at the University of Colorado Hospital is dedicated to teaching the latest surgical techniques, many involving minimally invasive approaches, to practicing surgeons, residents and medical students. CSI training helps students keep pace with technological advances – in imaging, precision instruments and prosthetics – that have dramatically expanded the use of minimally invasive surgical techniques.

»The Department of Health and Human Services recently presented awards to 404 hospitals, 38 organ procurement organizations and 174 transplant programs for achieving and sustaining national goals for organ donation. Such efforts to make improvements in the donation and transplantation field will continue to help save lives.

»According to an analysis led by researchers at NewYork-Presbyterian Hospital/Columbia University Medical Center a new innovative robotassisted procedure for kidney cancer is shown to reduce operating time and shorten critical stage of surgery. Nationwide Children's Hospital recently earned the U.S. Department of Health and Human Services Silver Medal of Honor for its leadership in organ donation. This medal is awarded to hospitals that have achieved at least two of three cohorts as part of the Breakthrough Collaborative on organ donation launched in 2003 by former HHS Secretary Tommy Thompson.

»To design clinical experiences that meet patients' needs, the Mayo Clinic created The Center for Innovation (CFI) and uses a defined methodology to bring discipline and focus to the work of innovation. The center is like a giant incubator – a space for nurturing new ideas, enabling them to grow, mature and evolve until they are ready for the patient. Also at the center they observe patients, interview families, conduct traditional consumer research, but also visualize, model, prototype and test possible health care delivery solutions, creating innovations that will transform health care delivery.

»Boston Children's Hospital's Innovation Acceleration Program is focused on enhancing the innovation culture and community within the hospital. The program supports grass roots innovation, providing employees with a variety of formal and informal resources. The Innovation Acceleration Program also supports strategic institutional innovation initiatives and seeks to identify unmet innovation opportunities and catalyze solutions in those areas. The program's goal is to turn Children's employees' innovative ideas into products, technologies or clinical improvements to make health care safer, better and less expensive.

»The eEmergency system installed by Avera, a 29-hospital system headquartered in Sioux Falls, S.D., connects rural clinics and emergency rooms to board-certified emergency physicians and specialists 24 hours a day. The system uses several technologies, including highdefinition videoconferencing supported by a dedicated broadband network.

»The Center for Advanced Heart Failure and Cardiothoracic Transplantation at Jewish Hospital is leading the country in the removal of left ventricle assist devices from patients using a recovery protocol. The groundbreaking treatment for advanced heart failure has led to the removal of left ventricular assist devices in patients for more than a year and helps heart failure patients avoid or delay heart transplants.

»Intermountain Healthcare teamed with GE Healthcare in an effort to reduce patients’ CT radiation doses by up to 50 percent. CT imaging is a critical tool in helping physicians diagnose disease and has positively impacted millions of adults and children. Through collaboration with GE Healthcare and implementation of innovative imaging technologies and system-specific solutions, Intermountain will continue to lead in further reducing radiation dose while maintaining exceptional image quality in diagnostic procedures. The program will include a focus on the unique needs of pediatric patients, leveraging technologies and protocols to help doctors match body size and type to appropriate scans.

»Sharp Healthcare was recognized with the 2012 Circle of Life Award®: Celebrating Innovation in Palliative and End-of-Life Care. Sharp has developed a model for palliative care in an integrated delivery system that includes strategic integration of palliative care to manage population health, using systematic advance care planning and providing primary care-based palliative care early in the disease trajectory Calvary Hospital was recognized with the 2012 Circle of Life Award®: Celebrating Innovation in Palliative and End-of-Life Care. Calvary is devoted to providing adult palliative care with an ingrained culture of family-centered care and a strong history of caring for the dying. Akron Children’s Hospital (Haslinger Family Pediatric Palliative Care Center) was recognized with the 2012 Circle of Life Award®: Celebrating Innovation in Palliative and End-of-Life Care. They excel in evidence-based clinical care, education and research and have successfully integrated palliative care throughout the whole hospital.

»With many years of experience working to improve health literacy, the Iowa Health System, developed the "Always Use Teach-back" toolkit. Using the toolkit, providers ask patients to explain in their own words what they will do after a health care visit. The method encourages plain language dialogue between provider and patient and confirms understanding of treatment, and medication and discharge instructions. The toolkit provides an interactive learning module and coaching tips, as well as tools to enhance learning, build confidence and assess progress.

»In 2011 Peninsula Regional Medical Center was recognized as one of the nation’s Most Wired hospitals for using high-tech systems to improve the quality and safety of patient care and to become more efficient. The nation's Most Wired hospitals are making progress towards greater health information technology adoption, according to Hospitals & Health Networks' 2011 Most Wired Survey.

»The Connecticut Hospital Association recently recognized Greenwich Hospital and St. Vincent’s Medical Center with the 2012 John D. Thompson Award for Excellence in the Delivery of Healthcare Through the Use of Data. The team from St. Vincent’s Medical Center was recognized for its Implementation of High Reliability Behaviors Resulting in Significant Reduction of Preventable Harm to Patients and Employees. The team from Greenwich Hospital was recognized for its project, A Novel, Comprehensive, Multimodal Analgesic Regimen for Joint Replacement Surgery.

»During the Ohio Hospital Association Annual Meeting Awards Recognition Dinner on June 12, they proudly launched a special yearlong campaign, Hospital Champions, with Donate Life Ohio to promote and increase organ donation registration. By participating, hospitals will not only have access to community education and engagement resources, registration materials and marketing tools for use within hospitals and communities – they will document their community involvement and be recognized as community leaders before their peers, employees, patients and the public at OHA’s 2013 Annual Meeting.

»Morton Plant North Bay is improving patient care by using voice-activated operating room suites. For surgery patients, the sophisticated technology means surgeons can work more efficiently and effectively. In effect, doctors and operating room staff can concentrate more on providing patient care rather than manually running and moving medical equipment.

»St. Joseph's/Candler is using new technology to treat sinusitis improving patient care through less pain and giving patients a shorter recovery time.

»A physician at Intermountain Medical Center invented the Smart Tray to improve diabetes care. The Smart Tray gives caregivers and patients precise information that will empower them to better manage diabetes. The tray includes seven separate sections, each with its own sensitive scale, and is programmed with a database of 7,000 food items.

»Preventing Readmissions through Effective Partnerships (PREP), a joint initiative between Illinois Hospital Association’s Quality Care Institute and Blue Cross Blue Shield of Illinois, recently marked the first successful year of the four-year program. More than two-thirds of Illinois hospitals are participating in PREP to help improve care transitions and reduce readmissions, and work towards raising Illinois’ performance from the bottom quartile nationally to an upper quartile by 2014.

»University of California Davis Health System recently recognized one of their ophthalmologists, Mark J. Mannus, M.D., for his work in establishing eye-banking and tissue donation services. In 1980, Mannus and UC Davis Medical Center assumed leadership of a fledgling eye bank, and grew its services over the years into a full-service nonprofit agency. Today the organization operates three regional offices to facilitate organ and tissue donations in Northern California and Nevada. It offers donated eye, skin, cardiovascular, cartilage and musculoskeletal tissues as well as organs for transplant. In 2012, it supplied nearly 95% of the eye tissues needed for corneal transplant surgery by hospitals and clinics in the region, and in 2012 led the nation in the number of organs recovered.

»The CAMC Patient Simulation Center is the largest and most advanced facility of its kind in West Virginia and a premier center nationally. At the center, students and health care professionals are able to gain experiences similar to real medical settings by treating life-like, computercontrolled mannequins, which helps to prepare them for the demands of the field.

»The Ohio Hospital Association recently added a new online tool to their website, Spanish Advance Directives, which provides a Spanish translation of Ohio living will and health care power of attorney information. This translation is based on the original version of the "Choices: Living Well at the End of Life" document, which includes a health care power of attorney, a living will and organ donation preferences.

»Since 2003, Michigan hospitals in partnership with Gift of Life Michigan began participating in Michigan Hospital Association Keystone: Gift of Life, using evidence-based best-practice approaches to the organ donation processes. Michigan and its hospitals have steadily set records in organ and tissue donation and transplantation, contributing significantly to the saving of lives as well as working to improve the number of eligible donors that result in donation. MHA Keystone: Gift of Life continues to pursue ways to increase organ donation in Michigan through monthly conference calls, annual workshops and a website that supports participants with education and shared best practices.

»The Minnesota Hospital Association (MHA) launched the Donate Life Minnesota Hospital Campaign in partnership with the organ and tissue donation agency, LifeSource. This is a hospital-based collaborative program is designed to increase support for organ and tissue donation throughout the state of Minnesota. MHA is challenging all hospitals across the state, regardless of size or type, to work toward this common goal by educating employees and communities about the importance of the decision to be an organ and tissue donor. The goal of the campaign is to increase the number of registered donors in the state by 100,000.

»Good Samaritan Hospital Medical Center is working with the New York Organ Donor Network in launching a public education campaign, “Sign Up to Save Lives.” The organ donor drive, which will reach out to residents, workers and visitors is intended to encourage individuals aged 18 and over to register on the New York state Donate Life Registry. In an ongoing campaign region-wide, the Donor Network hopes to gain one million new sign-ups by the end of 2012.

»The Arkansas Hospital Association, along with leaders from some of the state’s largest hospitals, partnered with the Arkansas Regional Organ Recovery Agency (ARORA) and pledged to promote donor registration by encouraging hospital staff members to join the Arkansas Donor Registry if they have not already done so. The hospital-focused campaign has the goal of enrolling 80% of the 18 and older population in Arkansas, a 25% increase in the number of registrants.

»Central Valley Medical Center has created the “LPN Education Partnership.” The partnership between the small rural hospital and a local community college provides education for licensed practical nurses (LPNs). The program has helped the community expand educational opportunities while helping the hospital address the issue of a continuing nursing shortage. Hosting the program locally saves students from having to drive a significant distant to reach a college campus. Since 2005, the partnership has allowed many students to obtain needed educational requirements to become an LPN without traveling.

»Aventura Hospital and Medical Center has been recognized for creativity and innovation in implementing processes or programs designed to improve patient care in emergency departments. AHMC’s ED team developed and implemented a program that reduced wait times, increased efficiency and dramatically improved customer service and patient care.

»Texas Children’s Hospital in Houston, in conjunction with Baylor College of Medicine, has launched an innovative program: “Pediatric Simulation Training for Emergency Pre-hospital Providers” (Pedi-STEPPs). This is the first time a pediatric hospital has created a comprehensive yearly training course, and by offering pre-hospital providers the opportunity to work through complicated procedures without the concerns or risks associated with learning on real patients, this course will enhance care.

»Members of the Houston Fire Department EMS will participate in hands-on skills- and scenario-based training. Providers will go through simulated scenarios that are rare and high risk, offering the ability to practice life-saving skills for neonatal and pediatric patients.

»The Centura Health Centers for Clinical Innovation represent a coordinated approach to develop and deploy new and sophisticated health technologies across Colorado. The Centers for Clinical Innovation serves to assess, evaluate, develop and enhance new technologies in innovative radiologic and surgical care.

»DMC Harper-Hutzel Hospitals have “Smart Rooms” that link clinical software technology to medical devices and workflow solutions for improved quality and efficiency. This new technological approach sends real time clinical data from devices like telemetry and vital sign monitors, beds and IV smart pumps directly into the electronic medical record without delay or error.

»The Innovation Acceleration Program at Children's Boston focuses on enhancing the innovation culture and community within the hospital. The program's goal is to turn Children's employees' innovative ideas into products, technologies or clinical improvements to make health care safer, better, and less expensive.

»The Swedish Acute Stroke Telemedicine Program, located at the Swedish Neuroscience Institute, uses video conferencing technology to make its stroke expertise available to other communities and ensure a stroke patient's window of opportunity doesn't close before he or she receives critical treatment.

»Doctors at the Lung Institute at Columbus Regional Hospital are using technology that is helping to diagnose lung diseases at earlier stages. Using innovative Cellvizio technology with bronchoscopy doctors are able to view and reach areas of the lungs in a way that was never before possible.

»The Innovation Institute at Henry Ford hospital merges the ideas of physicians, scientists, engineers, designers, technologists and others to pioneer solutions to problems across the spectrum of health care. These include innovations in technology and procedures for treating congestive heart failure, diagnosing and treating cancer, and applying radiation to tumors

»The Healthy Avenues Van program, was developed by Overlook Hospital to deliver comprehensive health screenings and education to residents from 23 towns in Union and Morris County. The program, in partnership with other community organizations, provides participants in underserved areas with free and low-cost health screenings Today over 85% of all prostate removal surgeries are done using robotic surgery technology, but Dr. Vipul Patel, medical director of the Global Robotics Institute at Florida Hospital, has been using these techniques since it was approved by the FDA over 10 years ago. As a leader and innovator in this field, Dr. Patel performed his record breaking 5,000th robotic prostate removal surgery in 2011.

»The Innovation Lab at Rust Medical Center in New Mexico partners with their healthcare teams and its customers to create an exceptional healthcare experience through innovation. The ideas and experiences they receive from their community help them develop new ways to provide healthcare.

»Charleston Area Medical Center (CAMC) has put into place the Geriatrics Initiative, because West Virginia has the second oldest population in the country. As the age of the population increases, so does the need for quality, accessible care for the elderly, as well as highly trained specialists to provide that care. The initiative comprises the coordinated development of three new training programs in geriatrics for physicians, pharmacists and nurse practitioners, plus two pilot projects specifically geared toward seniors and two new geriatric research projects.

»Grande Ronde Hospital in northeast Oregon established a telemedicine network to provide rural patients greater access to specialty physicians. The hospital's commitment is to expand local opportunities for rural health care with telemedicine through medical consults, specialty care, education opportunities and more. The hospital is already partnering with specialists from coast to coast to provide consultative services in cardiology, neurology, neonatology, dermatology, intensive care and much more.

»El Camino Hospital's Fogarty Institute of Innovation, an educational non-profit organization, mentors, trains and inspires the next generation of medical innovators. Dr. Thomas J. Fogarty, internationally recognized cardiovascular surgeon and inventor, and other prominent physician innovators and engineers teach and mentoring young physicians and engineers in the techniques and processes that will lead to the next medical breakthroughs in patient care.

»The Stoeckle Center for Primary Care Innovation at Massachusetts General Hospital is devoted to revitalizing and redesigning the delivery of primary care in order to provide the highest level of clinical excellence. The center partners with people across the country to improve primary care through collaborative work in research, innovation, education, and policy reform.

»The Center for Medical Education and Innovation at Riverside Methodist is a state-of-the-art medical education facility with a training center incorporating some of the world's most advanced healthcare technologies available. Through the use of human patient simulators and other advances in medical education technology, the Center enables Riverside Medical Education to simulate patients and the patient experience in a wide variety of clinical situations. It offers a safe way for medical professionals to practice new technologies and advanced procedures without putting real patients at risk.

»The WakeMed Health & Hospitals Center for Innovative Learning is designed to facilitate realistic multi-disciplinary clinical training and education for all levels of health care providers. Health care providers have the opportunity to practice skills and gain clinical confidence in a controlled, yet realistic environment

»St. James Parish Hospital in Lutcher, Louisiana utilizes a “Telestroke” program that involves state-of-the-art equipment allowing a neurologist on staff at Ochsner Medical Center to evaluate a patient remotely and work with staff in the hospital to recommend on-the-spot treatments

»McKee Medical Center in Loveland and North Colorado Medical Center in Greeley, Colorado are part of the Banner Health System and through an innovative use of electronic medical records, have significantly decreased mortality in sepsis for ICU patients. The EMR system monitors patients on a 24/7 basis and when symptoms appear that may signal sepsis, the EMR sends an alert to the physicians and other clinicians caring for that patient.

»Rapides Cancer Center at Rapides Regional Medical Center in Alexandria began treating its first Arc Therapy patient in December 2010 using an advanced form of Image-Modulated Radiation Therapy and Trilogy. Arc Therapy automatically formats the radiation beam to the precise specifications of the tumor as the machine arcs around the patient, while maintaining small margins surrounding the tumor so healthy tissue receives minimal exposure to radiation.

»The Innovation Center and Orthopaedic Program at Magee-Womens Hospital of the University of Pittsburgh Medical Center has been recognized for its ongoing efforts to promote patient- and family-centered care by the Agency for Healthcare Research and Quality on its new web resource for health care professionals – the Healthcare Innovation Exchange.

»The Mayo Clinic Center for Innovation (CFI) is using a patient-centered focus to transform the experience and delivery of health care for patients everywhere. The CFI team develops ground-breaking solutions and facilitates the application of these discoveries in the practice of medicine.

»At Nationwide Children's Hospital, doctors are helping to offset the demand for blood with “bloodless” techniques. In December 2010, Nationwide Children's performed its first bloodless heart transplant on a 6-year-old boy, who became one of the youngest patients known to have a successful bloodless heart transplant

»Abington Memorial Hospital created the Green Team in an effort to incorporate environmentally friendly practices and improve community healthcare quality. Through recycling efforts, environmentally friendly purchasing, energy conservation and more the program has had a major impact on reducing waste and pollution. They have produced cost savings and improved efficiencies for both the hospital and the community.

»Since 2002, the Center for Innovation at Johns Hopkins Hospital has been creating new models of health care delivery that improve patient safety, quality and efficiency. Experts have developed tools and training programs that engage health care workers-from frontline staff to top leadership-to realize radical, measurable advances in care delivery.

»Through innovative research efforts and the teaming of a comprehensive corps of transplant surgeons, physicians and support specialists the Ochsner Multi-Organ Transplant Institute in New Orleans has performed more than 3,500 life-saving liver, kidney, pancreas, heart and lung transplants. Their team delivers exceptional clinical care while addressing the emotional, financial and practical support issues so often faced by patients and their loved ones.

»Boulder Community Hospital has minimized the need for follow-up surgery by employing Colorado's first intraoperative magnetic resonance imaging (iMRI) system. iMRI enables surgeons to obtain detailed images of the brain during and immediately after surgery, while the patient is still in the operating room.

»Surgeons at Shady Grove Adventist Hospital and Washington Adventist Hospital have taken surgery to the next level by using the da Vinci Si Surgical System. The minimally invasive surgery using uses the latest in robotic technology by virtually extending the physician's eyes and hands through miniaturized instruments into a magnified 3-D surgical field.

»Eastern Maine Medical Center has been developing and refining its patient blood management program in a successful bid to decrease the need for blood transfusions. This week, medical experts from Western Australia are in Bangor, taking notes on how to implement a similar program at hospitals there. EMMC's state-of-the-art blood management program has succeeded in dramatically reducing the demand for donated blood.

»Medical City was the first hospital in the southwest United States to perform open heart bypass surgery using robotic technology. Neurosurgeons at Boulder Community Hospital have minimized the need for follow-up surgeries for brain surgery patients by employing Colorado's first intraoperative magnetic resonance imaging (iMRI) which allows for more precise and effective brain surgery. Loyola University Medical Center's Pay-It-Forward Kidney Transplant Program is the first of its kind. The program begins with altruistic donors who offer to donate a kidney to a stranger, a transplant candidate who has received an incompatible kidney. That candidate is then able to give the incompatible kidney to a third person and so on. On average, each donation has led to six transplants.

»Memorial Health System recognizes the vital importance of training the next generation of health care providers to care for people in Central and Southern Illinois. In 2009, Memorial Health System provided more than $9.8 million to support health professions education. A telemedicine robot lets the Washington University stroke specialists at Barnes-Jewish Hospital be "remotely present" in the Parkland Health Center emergency room.

»Medical advances achieved at academic hospitals include the first transplants of liver, heart and bone marrow. Cincinnati Children's Hospital brings gene therapy to life. These gene therapy trials, along with others still in the planning stages, reflect the leading edge of a new age of medical innovation, and the Translational Core Services at Cincinnati Children's are helping pave the way. Monmouth Medical Center's Program Spotlights Advanced Treatment Options for gastrointestinal disorders. Beaumont Hospitals currently has 430 investigators in 35 departments conducting research and more than 900 active research studies.

»Medical College of Wisconsin physicians screen newborns for the rare life-changing disorder, PKU, as soon as a baby is born, and prescribe the proper treatment.

»Detroit Medical Center's clinical study of a new method for preventing premature birth in millions of women each year will reduce premature births by 45%.

»Cincinnati Children's Hospital brings gene therapy to life. These gene therapy trials, along with others still in the planning stages, reflect the leading edge of a new age of medical innovation, and the Translational Core Services at Cincinnati Children's are helping pave the way.

»Doctors at Jackson Health System in Miami, Florida used innovation to treat a rare eye cancer in children. In the past, treatment of retinoblastoma, a rare childhood cancer that occurs in the retina of the eye, often meant removal of the eye or using radiation therapy and chemo to attack the tumor, which can lead to blindness. But doctors from the University of Miami/Jackson Memorial Medical Center teamed up to implement a new, rarely used technique to treat children with retinoblastoma. Most of the patients are discharged from the hospital the next morning and have no side effects from the chemo.»

The innovation execution