Search results for: Kimberly Ayers

Authors: Kimberly Samaha

Abstract:

In order to attract new types of investors into the emerging Bio-Economy, a new set of metrics and measurement system is needed to better quantify the environmental, social and economic impacts of circular zero-waste design. The Bio-Hub Ecosystem model was developed to address a critical area of concern within the global energy market regarding the use of biomass as a feedstock for power plants. Lack of an economically-viable business model for bioenergy facilities has resulted in the continuation of idled and decommissioned plants. In particular, the forestry-based plants which have been an invaluable outlet for woody biomass surplus, forest health improvement, timber production enhancement, and especially reduction of wildfire risk. This study looked at repurposing existing biomass-energy plants into Circular Zero-Waste Bio-Hub Ecosystems. A Bio-Hub model that first targets a ‘whole-tree’ approach and then looks at the circular economics of co-hosting diverse industries (wood processing, aquaculture, agriculture) in the vicinity of the Biomass Power Plants facilities. It proposes not only models for integration of forestry, aquaculture, and agriculture in cradle-to-cradle linkages of what have typically been linear systems, but the proposal also allows for the early measurement of the circularity and impact of resource use and investment risk mitigation, for these systems. Typically, life cycle analyses measure environmental impacts of different industrial production stages and are not integrated with indicators of material use circularity. This concept paper proposes the further development of a new set of metrics that would illustrate not only the typical life-cycle analysis (LCA), which shows the reduction in greenhouse gas (GHG) emissions, but also the zero-waste circularity measures of mass balance of the full value chain of the raw material and energy content/caloric value. These new measures quantify key impacts in making hyper-efficient use of natural resources and eliminating waste to landfills. The project utilized traditional LCA using the GREET model where the standalone biomass energy plant case was contrasted with the integration of a jet-fuel biorefinery. The methodology was then expanded to include combinations of co-hosts that optimize the life cycle of woody biomass from tree to energy, CO₂, heat and wood ash both from an energy/caloric value and for mass balance to include reuse of waste streams which are typically landfilled. The major findings of both a formal LCA study resulted in the masterplan for the first Bio-Hub to be built in West Enfield, Maine. Bioenergy facilities are currently at a critical juncture where they have an opportunity to be repurposed into efficient, profitable and socially responsible investments, or be idled and scrapped. If proven as a model, the expedited roll-out of these innovative scenarios can set a new standard for circular zero-waste projects that advance the critical transition from the current ‘take-make-dispose’ paradigm inherent in the energy, forestry and food industries to a more sustainable bio-economy paradigm where waste streams become valuable inputs, supporting local and rural communities in simple, sustainable ways.

Keywords: bio-economy, biomass energy, financing, metrics

Procedia PDF Downloads 131

Authors: Kimberly Winnie Achieng Otieno

Abstract:

Nairobi Hospital plays a pivotal role in healthcare provision in East and Central Africa, yet it faces challenges in providing accessible dialysis care and managing health information efficiently. This paper explores strategic interventions to enhance dialysis care, access and streamline health information management, fostering an integrated and patient-centered healthcare system. Challenges at Nairobi Hospital: The Nairobi Hospital currently grapples with insufficient dialysis machines, resulting in extended turn around time in between dialysis sessions for patients. This issue stems from both staffing bottle necks and infrastructural limitations given our growing demand for renal care services. Paper-based records and fragmented information systems hinder the hospital’s ability to manage health data effectively. A lack of hospital systems integration with other facilities jeopardizes patient care access by posing challenges. These inefficiencies hinder collaborative efforts within the healthcare network. An investment in the expanding Nairobi Hospital dialysis facilities to communities is crucial with the high number of new cases of patients with chronic kidney disease. Setting up satellite clinics that are closer to people who live in areas far from the main hospital will ensure better access. This includes acquiring physical space within the greater Nairobi region, and the incorporation of mobile dialysis units to reach underserved areas. By decentralizing services, Nairobi Hospital can extend its reach and cater to a larger patient population. Community Outreach and Education: Implementing educational programs on kidney health within local communities is vital for early detection and prevention. Collaborating with local leaders and organizations can establish a proactive approach to renal health hence reducing the demand for acute dialysis interventions. it can amplify this effort by expanding Nairobi Hospital’s corporate social responsibility outreach program. Increasing the hospital’s footprint would also require an equal ramp up of staff recruitment. Support for continuous training programs will ensure that healthcare providers stay abreast of evolving practices, contributing to improved patient outcomes and service quality. Streamlining Health Information Management: Fully embracing a shift to 100% Electronic Health Records (EHRs) is a transformative step toward efficient health information management. Customizing these systems to Nairobi Hospital’s specific needs allows for seamless data recording, retrieval, and sharing among healthcare professionals. Doing so will help the hospital guarantee a continuum of care for patients transferring from other facilities. A 100% transition to digital record will also pose its own security threats. Ensuring robust security measures protects patient data and builds trust. Adherence to healthcare data privacy regulations is non-negotiable, and a comprehensive strategy for encryption, access controls, and regular audits should be implemented. Integrating systems to enable interoperability with other healthcare providers facilitates a cohesive healthcare network. Shared information promotes a holistic understanding of patients’ medical history, minimizing redundancies and enhancing overall care quality. Implementation Strategies: To manage the transition to community-based care and EHRs effectively, a phased implementation approach is recommended. Prioritizing dialysis care improvements, at a local level, in the initial stages allows the hospital to address immediate patient needs, followed by the integration of health information management changes. Engaging hospital staff, patients, and local communities is paramount. Collaboration with government agencies, non-governmental organizations (NGOs), and international partners enhances support and resources for successful implementation. Conclusion: By strategically enhancing dialysis care access and streamlining health information management, Nairobi Hospital can strengthen its position as a leading healthcare institution in both East and Central Africa. This comprehensive approach aligns with the hospital’s commitment to providing high-quality, accessible, and patient-centered care in the evolving landscape of healthcare delivery.

Keywords: Africa, urology, diaylsis, healthcare

Procedia PDF Downloads 18