Paper 5: Surveillance of multiple congenital anomalies: implementation of a computer algorithm in European registers for classification of cases.

BACKGROUND: Surveillance of multiple congenital anomalies is considered to be more sensitive for the detection of new teratogens than surveillance of all or isolated congenital anomalies. Current literature proposes the manual review of all cases for classification into isolated or multiple congenital anomalies. METHODS: Multiple anomalies were defined as two or more major congenital anomalies, excluding sequences and syndromes. A computer algorithm for classification of major congenital anomaly cases in the EUROCAT database according to International Classification of Diseases (ICD)v10 codes was programmed, further developed, and implemented for 1 year's data (2004) from 25 registries. The group of cases classified with potential multiple congenital anomalies were manually reviewed by three geneticists to reach a final agreement of classification as "multiple congenital anomaly" cases. RESULTS: A total of 17,733 cases with major congenital anomalies were reported giving an overall prevalence of major congenital anomalies at 2.17%. The computer algorithm classified 10.5% of all cases as "potentially multiple congenital anomalies". After manual review of these cases, 7% were agreed to have true multiple congenital anomalies. Furthermore, the algorithm classified 15% of all cases as having chromosomal anomalies, 2% as monogenic syndromes, and 76% as isolated congenital anomalies. The proportion of multiple anomalies varies by congenital anomaly subgroup with up to 35% of cases with bilateral renal agenesis. CONCLUSIONS: The implementation of the EUROCAT computer algorithm is a feasible, efficient, and transparent way to improve classification of congenital anomalies for surveillance and research.

Strategic alliances. How to make them succeed

Mitjançant aquest treball hem analitzat com en aquest temps en què la internacionalització és un fet necessari i les empreses volen globalitzar, aquestes decideixen unir-se per tal d'aconseguir. Aquí analitzem els diferents tipus d'unió possible centrant-nos més específicament en les aliances estratègiques però veient també les adquisicions. Primer analitzem quan és més convenient aliar-se amb una empresa o adquirir-la. Això ho portarem a terme mitjançant el desenvolupament d'una sèrie d'elements a tenir en compte. Un cop vist això, analitzem els principals motius pels quals les empreses decideixen aliar-se, entre els quals destaquen l'obtenció de coneixement i recursos. A més analitzem les diferents variants d'aliança estratègica com són les llicències, franquícies, contractes de recerca i desenvolupament, Joint Ventures, etc. i quan és més convenient desenvolupar una o una altra. En aquest treball, ja que com veurem les aliances tendeixen a fracassar ja que les empreses no les implementen correctament o no dediquen el temps suficient a analitzar l'entorn i les condicions per veure quina estratègia li convé més a l'empresa, analitzarem els elements necessaris per fer-les funcionar i els factors claus d'èxit d'aquestes aliances com ara l'experiència, la reputació, la confiança, els objectius clars, el Know-how, la cultura ... A més en aquest treball analitzem el cas de l'aliança estratègica sorgida entre Disney i Pixar el 1991. Aquest anàlisi el duem a terme tenint en compte els factors que Dyer et. al. esmentà en el seu estudi. Aquest anàlisi el realitzem amb l'objectiu de conèixer si l'aliança realitzada per ambdues empreses va ser una estratègia encertada o si per contra deurien haver dut a terme una altra estratègia, la qual els hauria aportat més beneficis.

Strategic Plan State Fiscal Years 2015-2017, Department on Aging, 2014

This report outlines the strategic plan for Iowa Department on Aging, goals and mission.

Iowa Division of Banking, Strategic Plan, 2014-2018

This report outlines the strategic plan for Iowa Division of banking including, goals and mission.

Iowa Department for the Blind State Strategic Plan, 2014-2019

The Iowa Department for the Blind is the means for persons who are blind to obtain for themselves universal accessibility and full participation as citizens in whatever roles they may choose, including roles that increase family income, create jobs, improve educational outcomes, and reduce reliance on public services.

Iowa Civil Rights Commission Strategic Plan 2014-2017

This report outlines the strategic plan for Iowa Civil Rights Commission Strategic Plan including, goals and mission.

Iowa College Student Aid Commission Strategic Plan 2013-2015

This report outlines the strategic plan for Iowa College Student Aid Commissions including,goals and mission.

Iowa Alcoholic Beverages Division Strategic Plan, 2003

Iowa Alcoholic Beverages Division Strategic Plan

Iowa Utilities Board, Strategic Plan, 2010-2015

This report outlines the strategic plan for Iowa Utilities Board including, goals and mission.

Iowa Department of Administrative Services Four Year Strategic Plan, FY 2012-2015

Strategic Plan for the Iowa Department of Administrative Services

Update on the Strategic Initiatives of the Department of Administrative Services, June 26. 2014

Updated Strategic Plan for the Iowa Department of Administrative Services

Iowa Department of Human Services Strategic Plan FY 2015-2017, April 28, 2014

Iowa Department of Human Services Strategic Plan

Iowa Department of Inspections and Appeals, Strategic Plan 2013-2015

This report outlines the strategic plan for Iowa Department of Inspections and Appeals, goals and mission.

Iowa Department of Natural Resources, Strategic Plan, FY 2014-2017

This report outlines the strategic plan for Iowa Department of Natural Resources, goals and mission.

Iowa Department of Management, Strategic Plan, 2014-2016

This report outlines the strategic plan for Department of Management, goals and mission.