Promising Practices for School-located Vaccination Clinics—

Prevention and Control of Seasonal Influenza With Vaccines: Recommendations of the Advisory Committee on Immunization Practices (ACIP)—United States, 2014–15 Influenza Season

A school-located mass vaccination clinic approach can enable rapid vaccination of a large number of students while minimizing disruption of their school activities and potentially reducing missed work hours by parents. During 3 consecutive influenza seasons beginning in 2005, the Knox County Health Department conducted school-located mass vaccination clinics using live attenuated influenza vaccine. Clinics were held each year throughout the county over 4 weeks in more than 100 public and private schools for more than 65, 000 students in Grades K to 12. Overall, the proportion of all students vaccinated at school each year exceeded 40%. Our experience indicated that careful and thorough planning was essential to program success. Critical planning elements included (1) initial planning with extensive lead time to find the proper lead agency and project leader and to develop sound comprehensive vaccine clinic planning; (2) developing partnerships, especially with schools; (3) communicating successfully with parents, children, school administrators and teachers, medical providers, and the community at large; and (4) educating these groups successfully, using good timing, through local media, school events, direct mailings (including parents receiving information and consent packets), and partners. We review here the details of these key planning elements.

Although widely recommended, influenza vaccination of children is part of the national vaccination programme only in few countries. In addition to Canada and the United States (US), in Europe Finland and the United Kingdom have introduced live attenuated influenza vaccine (LAIV) for healthy children in their programmes. On 22 June 2016, the US Advisory Committee on Immunizations Practices, voted against further use of LAIV due to no observed vaccine effectiveness (VE) over three consecutive influenza seasons (2013/14 to 2015/16). We summarise the results of a nationwide, register-based cohort study (N=55,258 of whom 8,086 received LAIV and 4,297 TIV); all outcome (laboratory-confirmed influenza), exposure (vaccination) and confounding variable data were retrieved from four computerised national health registers, which were linked via a unique personal identity code assigned to all permanent Finnish residents regardless of nationality. Our study provides evidence of moderate effectiveness against any laboratory-confirmed influenza of the quadrivalent LAIV vaccine (VE: 51%; 95% confidence interval (CI): 28–66%) as well as the inactivated trivalent vaccine (VE: 61%; 95% CI: 31–78%) among two-year-olds during the influenza season 2015/16 in Finland. Based on these data, Finland will continue using LAIV for young children in its National Immunisation Programme this coming influenza season.

This study retrospectively estimated costs for a convenience sample of school-located vaccination (SLV) clinics conducted in Maine during the 2009-2010 influenza season. Surveys were developed to capture the cost of labor including unpaid volunteers as well as supplies and materials used in SLV clinics. Six nurses from different school districts completed a clinic day survey on staff time; four of the six also provided data for materials and supplies. For all clinics, average per-dose labor cost was estimated at $5.95. Average per-dose material cost, excluding vaccine, was $5.76. From the four complete clinic survey responses, total per-dose cost was estimated to be an average of $13.51 (range = $4.91-$32.39). Use of donated materials and uncompensated volunteer staff could substantially reduce per-dose cost. Average per-dose cost could also be lowered by increasing the number of doses administered in a clinic.

Background: In rural communities in Canada, community-driven initiatives commonly emerge to fill the gaps in health outcomes, lack of resources, and fragmentation of available supports. These community-based solutions, often rely on a limited number of community champions and localized organizations. These organically tailored community- specific initiatives address the needs of the community of focus with consideration of the unique environmental context and often with finite human and financial resources available. There is much that academic and health systems leaders can do to support these community champions and localized organizations in the implementation and sustainability of programs, especially for the growing number of persons who are living with dementia in rural communities. We will present two case studies from two provinces which highlight the value and process to support community identified priorities to make impactful change. We then will challenge participants to consider how they can apply the strategies and resources to their own contexts as well as to identify potential challenges and mitigation strategies they may encounter. This workshop is tailored for any academic or health care professional interested in better supporting community driven initiatives. Approach: Introduction and Land Acknowledgement(7minutes) We will set the stage for aging in rural and northern communities in Canada and describe the growing needs of persons living with dementia. We will introduce the value of a community partnered approach to implementation in the context of enhancing individual and community wellbeing.Case Study -(9minutes) This Connecting People Community for Living Well initiative is a partnership between 5 community teams and the grant-funded team working to improve the wellbeing of those affected by dementia and the collaborative itself through multisector collaboration. This is achieved through the implementation of the 5 components of the Connecting People Community for Living Well model - Provincial support, Communities advancing local work, 0 guiding principles of the model, The Wellbeing Guide, and the Competency Framework. The community teams membership includes those with lived experience, service providers, service organizations, businesses, and local residents.This case study will showcase how data was gathered in partnership with the community teams through regular touch bases, focus groups, and completion of the Wellbeing guide. This information guided the development of a Lessons Learned document, infographics, competency framework, as well as the overall initiative evaluation report, including Social Return on Investment. Case Study 2-(9minutes) The Centre for Technology Adoption for Aging in the North(CTAAN), a national innovation hub built on a partnership between UNBC, Northern Health, and AGE-WELL, supports older adults to live well in by bridging the gap to make technologies more accessible. CTAAN focuses on testing, piloting, implementing, and promoting new and existing technology solutions tailored to support older adults and caregivers in northern and rural communities.This case study will showcase how CTAAN co-develops projects and establish partnerships to meet needs of our northern and rural stakeholders. We will provide an overview on our strategies to understand the individual or community specific challenges and needs, as well as the operations of the many stakeholders in our communities. We will then share how we co-develop projects with the fundamental principle of the inclusion of all stakeholders.Workshop Activity(35minutes)-Attendees will be put in small groups and be provided the wellbeing guide to review and reflect on. Each group will brainstorm potential barriers/challenges and then match these to potential mitigation strategies/resources needed to address them.(20minutes) Next, each group will share back examples to the larger groups. We will also allow opportunity for large group discussion, comments, and questions.(0minutes)We will have 5 minutes for concluding remarks.

In this study, the authors examine how top management team commitment, communication, and risk aversion influence branding capability- an ability to integrate and deploy resources to build a strong brand position. The role of formalization is also investigated to understand whether it facilitates or impedes the effort of top management teams on branding capability. Empirical results strongly support a positive effect of top management team commitment and communication towards branding capability. Furthermore, formalization positively and negatively moderates the effect of top management team communication and commitment, respectively on branding capability. Implications for branding strategy are discussed.

Background This study explores a library-led research data management (RDM) training program at a Canadian post-secondary institution that targeted students participating in summer research assistantships as well as their faculty supervisors. This paper describes the program in detail and shares findings from a student reflection assignment about practicing RDM for the first time. Methods The RDM training program included four requirements: attending an introductory RDM session; attending a data management plan (DMP) workshop; submitting a DMP for feedback; and completing a reflection assignment. Where consent was obtained (n=19), reflection assignments were analyzed using a qualitative content analysis approach. Results 35 faculty supervisors registered 53 students to participate. 62.2% (n=33) of students completed all components of the program. Perceived benefits of completing a DMP included improved project planning, supporting best practices, potential for data reuse, and team communication. Perceived challenges included the inflexibility of DMPs, difficulty populating DMPs, demands on researchers’ time, and lack of long-term utility. 73.6% of students (n=14/19) reported that building a DMP helped them with their summer projects. Conclusion Through instruction, practical engagement, and reflection within the context of real-world research, the program supported participants in learning about and practicing RDM, and provided insights for academic librarians who wish to refine or develop training in their local contexts as they continue to navigate emerging expectations from funders and publishers.

Background: The integration of digital solutions is a cornerstone of modern integrated care, enabling enhanced coordination, communication, and personalized care across health systems. Digital health innovations are increasingly recognized as crucial for improving the efficiency and quality of care delivery, reducing fragmentation, and empowering patients to take an active role in managing their health (1). The International Foundation for Integrated Care (IFIC) emphasizes the significance of digital solutions in pillar 7 of the nine pillars of integrated care. The need for structured, effective data management frameworks is underscored by the complexity of modern health systems, where digital solutions must comply with evolving data protection laws such as the General Data Protection Regulation (GDPR) and emerging requirements like the AI Act. Without robust data governance, these systems face challenges in ensuring privacy, security, and ethical data use while striving to achieve integrated care goals. Approach: The "Integrating Data in Integrated Care" (IDIC) methodology, developed during the EU funded ValueCare Project (https://projectvaluecare.eu/), responds to these challenges, offering a structured reference model for data governance that aligns with European legislation. The IDIC methodology is organized around the data life cycle of digital health projects, addressing the specific data management needs of Integrated Healthcare systems (IHC). The IDIC methodology responds to two major challenges: 1.Privacy, ethical, and legal requirements: Ensuring GDPR compliance, defining clear roles for data governance, safeguarding against bias, and implementing privacy-by-design principles. 2.Patient and technology-centered challenges: Addressing data fragmentation, enhancing data quality, and empowering patients by giving them control over their data, all of which are critical to the success of digital health solutions. IDIC organizes data management into two core categories: 1.Project Design, Dissemination, and Knowledge Data: Including co-design data from focus groups; dissemination and communication data, including databases with stakeholders’ details and knowledge produced during the project (i.e. intervention models, algorithms). 2.Patient Data in IHC Pilots: Including patient personal data (i.e demographic data gathered during recruiting phases), medical devices data (collected from monitoring devices), wellbeing data from personal devices (pedometers, apps, etc.)., interaction data (self-input data, interactions with chatbots, preferences, etc.), implementation data (record keeping, appointments, coordination meetings, etc). For each category, the methodology emphasizes: Data size and format; Storage and backup strategies; Retrospective or prospective datasets organisation; Different roles of individuals and organisations involved in data management; Compliance with the FAIR (Findable, Accessible, Interoperable, Reusable) principles; Strategies for consent, data sharing and multi-center pilot implementation; Ethical and legal issues; Long term preservation of data; Results and implications: The IDIC framework provides a replicable, GDPR-compliant approach for data management in IHC projects. IDIC ensures that patient rights are preserved while supporting the deployment of digital solutions, while promoting the IHC agenda. IDIC offers a valuable tool for the digital transformation of health systems, aligning with the broader goal of integrating care through advanced data governance practices.

Factors for effective BIM governance

Influenza is an acute respiratory infectious disease that is caused by the influenza virus, which seriously affects human health. The influenza virus has frequent antigenic drifts that can facilitate escape from pre-existing population immunity and lead to the rapid spread and annual seasonal epidemics. Influenza outbreaks occur in crowded settings, such as schools, kindergartens, and nursing homes. Seasonal influenza epidemics can cause 3-5 million severe cases and 290 000-650 000 respiratory disease-related deaths worldwide every year. Pregnant women, infants, adults aged 60 years and older, and individuals with comorbidities or underlying medical conditions are at the highest risk of severe illness and death from influenza. China has experienced a influenza epidemic season dominated by A (H1N1) pdm09 subtype from mid-February to the end of April 2023, and the intensity was slightly higher than the epidemic year before the COVID-19. We may face the risk of interaction or co-circulation of respiratory infectious diseases such as COVID-19 and influenza during the coming season. Annual influenza vaccination is an effective way to prevent influenza, reduce influenza-related severe illness and death, and reduce the harm caused by influenza-related diseases and the use of medical resources. The currently approved influenza vaccines in China include trivalent inactivated influenza vaccine (IIV3), quadrivalent inactivated influenza vaccine (IIV4), and trivalent live attenuated influenza vaccine (LAIV3). IIV3 and IIV4 are produced as a split virus vaccine and subunit vaccine; LAIV3 is a live, attenuated virus vaccine. The influenza vaccine is a non-immunization program vaccine, which means that residents are voluntarily vaccinated. China CDC has issued "Technical guidelines for seasonal influenza vaccination in China" every year from 2018 to 2022. Over the past year, new research evidence has been published at home and abroad, and new influenza vaccines have been approved for marketing in China. To better guide the prevention and control of influenza and vaccination in China, the National Immunization Advisory Committee (NIAC) Technical Working Group (TWG), Influenza Vaccination TWG updated and revised the 2022-2023 technical guidelines with the latest research progress into the "Technical guidelines for seasonal influenza vaccination in China (2023-2024)." The new version has updated five key areas: (1) new research evidence－especially research conducted in China-has been added, including new estimates of the burden of influenza disease, assessments of influenza vaccine effectiveness and safety, and analyses of the cost-effectiveness of influenza vaccination; (2) policies and measures for influenza prevention and control were issued by the National Health Commission of the People's Republic of China and National Disease Control and Prevention Administrationy over the past year; (3) influenza vaccines approved for marketing in China this year; (4) composition of trivalent and quadrivalent influenza vaccines for the 2023-2024 northern hemisphere influenza season; and (5) recommendations for influenza vaccination during the 2023-2024 influenza season. The 2023-2024 guidelines recommend that all people aged 6 months and above who have no contraindications should get the influenza vaccination. For adults aged ≥18 years, co-administration of inactivated SARS-CoV-2 and influenza vaccines in separate arms is acceptable regarding immunogenicity and reactogenicity. For people under 18 years of age, there should be at least 14 days between influenza vaccination and COVID-19 vaccination. The guidelines express no preference for influenza vaccine type or manufacturer-any approved, age-appropriate influenza vaccines can be used. Combining the influenza epidemic tendency and the prevention and control strategy of multiple diseases, the technical guidelines recommend priority vaccination of the following high-risk groups during the upcoming 2023-2024 influenza season to minimize harm from influenza: (1) healthcare workers, including clinical doctors and nurses, public health professionals, and quarantine professionals; (2) adults ≥60 years of age; (3) individuals with comorbidities; (4) people living in nursing homes or welfare homes and staff who take care of vulnerable, at-risk individuals; (5) pregnant women; (6) children 6-59 months of age; (7) family members and caregivers of infants under 6 months of age; and (8) people who work in nursery institutions, primary and secondary schools, and supervision places. Children 6 months to 8 years of age who receive inactivated influenza vaccine for the first time should receive two doses, with an inter-dose interval of 4 or more weeks. Children who previously received the influenza vaccine and anyone aged 9 years or older need only one dose. LAIV is recommended only for a single dose regardless of the previous influenza vaccination. Vaccination should begin as soon as influenza vaccines become available, and preferably should be completed before the onset of the local influenza season. Repeated influenza vaccination during a single influenza season is not recommended. Vaccination clinics should provide immunization services throughout the epidemic season. Pregnant women can receive inactivated influenza vaccine at any stage of pregnancy. These guidelines are intended for use by staff of CDCs, healthcare workers, maternity and child care institutions and immunization clinic staff members who work on influenza control and prevention. The guidelines will be updated periodically as new evidence becomes available.

Secondary schools are educational establishments tasked with preparing students for postsecondary education and professional professionals for professions. Principals are the primary stakeholders entrusted with administrative positions in secondary schools to meet society's demands and provide quality education to students. The study aimed to examine the administrative function of principals in secondary schools in Mardan district, Khyber Pakhtunkhwa, Pakistan, in light of their organizational role at the secondary level. The study's goals were to look at the administrative position of secondary school principals and suggest methods for more effective secondary school administration. The research included 20 government male high school principals from the Mardan district. Easy random sampling was used to pick the study sample of 100. A reliable instrument was developed, validated, and pilot tested. The information was gathered using a unique administration instrument and evaluated using mean scores, standard deviation, and the chi-square test. The study discovered that principals play a primarily administrative function in high school administration. They develop the school's vision and mission, provided school facilities, organize the teaching-learning process, plan co-curricular activities, supervise school activities, identify students' needs and demands, maintain the school's records, ensure financial management, collaborate with parents and society, coordinate with educational authorities, track, and evaluate the school's activities. For effective secondary school administration, the study proposed providing instruction for new principals at the time of admission and capacity building for current principals in financial management, record keeping, staff management, service law, and ICT skills.

Establishing the baseline burden of influenza in preparation for the evaluation of a countywide school-based influenza vaccination campaign

This project reports on a brief investigation of Japanese engineering student perspectives regarding emotional management in team communication. It also reports on Japanese engineering student experiences with education related to this topic. Project results suggest what might be helpful for Japanese engineering students to know in order to fill some of their gaps in knowledge and experience.

Team cross-training is used to improve team interpositional knowledge (IPK). IPK is thought to promote adaptability, allowing teams to maintain coordination and performance when faced with challenges, such as increased task demands and role reconfiguration. The current experiment examined the effects of experiential cross-training, a form of training where teammates practice each other’s tasks and duties, in 5-person teams performing a command and control (C2) air battle management (ABM) simulation over a 5-day training period. Results indicated that under some conditions, cross-training resulted in slightly diminished team performance relative to control teams. Cross-trained teams also reported higher levels of workload throughout training. However, teams who underwent cross-training were better able to maintain team communication when faced with increased task demands.

Agile practices are arguably improving the productivity of small, co-located software development teams. We describe an approach that tries to overcome the constraint of co-location by introducing a process-support environment (called MILOS) that helps software development teams to maintain adaptive practices in a distributed setting. MILOS supports project coordination, information routing, team communication, pair programming and experience management.