Abstract Despite the numerous business benefits of data science, the number of data science models in production is limited. Data science model deployment presents many challenges and many organisations have little model deployment knowledge. This research studied five model deployments in a Dutch government organisation. The study revealed that as a result of model deployment a data science subprocess is added into the target business process, the model itself can be adapted, model maintenance is incorporated in the model development process and a feedback loop is established between the target business process and the model development process. These model deployment effects and the related deployment challenges are different in strategic and operational target business processes. Based on these findings, guidelines are formulated which can form a basis for future principles how to successfully deploy data science models. Organisations can use these guidelines as suggestions to solve their own model deployment challenges.
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In de afgelopen jaren is in opleidingen meer aandacht gekomen voor aspecten van verslaving en de behandeling daarvan. Zo bestaan er tegenwoordig opleidingen tot ervaringsdeskundige, een Master in Addiction Medicine (MIAM) voor basisartsen, en een praktijkprogramma bij het NCOI voor mensen werkzaam in de verslavingszorg. Daarnaast bieden diverse hogescholen een minor ‘verslavingskunde’ aan. Tussen het reguliere onderwijs en de praktijk bestaat volgens verschillende auteurs en zorgprofessionals echter nog regelmatig een transferprobleem. Iets wat geleerd wordt in het onderwijs is namelijk niet vanzelf en automatisch overdraagbaar naar de praktijk (Bolhuis, 2003). Leren in de context van de praktijk zou daarbij een ander proces inhouden dan leren in een opleidingscontext (Bolhuis en Simons, 2001). Dit roept de vraag op in hoeverre het onderwijs aansluit bij de behoeften van de verslavingszorg.
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Abstract: The need for mental healthcare professionals in the Netherlands is increasing caused by the growth of patient complexity. The administration burden causes outflow of professionals and therefor they become increasingly scares. Improvement initiatives are aimed as the intended strategy and starts with (re)-structuring organizations through legislation and regulations. They entail both experienced and measured administration burden for healthcare professionals working in Long-Term Care (LTC). However, most studies only provide insight into the current administration burden or the impact of legislation and regulations on the administration burden from a broad perspective. These insights are useful to LTC managers, but more in-depth research is needed to implement laws and regulations to reduce the administration burden for LTC professionals in the future. The Compulsory Mental Healthcare Act (CMHA) was implemented in the Dutch mental healthcare and replaced the Special Admissions Act in Psychiatric Hospitals (SAAPH) on January 1, 2020. The aim of this study is to investigate the effect of the legislative transition and to determine the effect on the administration burden of Dutch mental healthcare professionals. A survey concerning the administration burden for especially psychiatrists before and after the transition was distributed to an addiction institute with a diversity of different mental healthcare professionals and a psychiatric institute that has been led by psychiatrists. Also some interviews with the lead professionals where held. The results show that the administration burden among psychiatrists has increased due to the contact with external healthcare providers and contact with the patient, family and their loved ones (a consequence of the amendment of the law). This effect was significant and in line with the results of the interviews. Therefor we conclude that the administration burden has increased as a result of the legislative amendment.
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