Mark Bertolini outlines Aetna's strategy to succeed in a changing healthcare environment. Aetna believes that access and affordability are universal issues, employers demand more cost-effective solutions, and consumers will bear higher healthcare costs. Aetna is developing products based on tiered networks, narrow networks, and accountable care solutions to meet these changing demands. Aetna also believes that health information technology can help create a paradigm shift by providing a 360-degree view of patients.
At the center of smarter life sciencesis an increasingly more networked operation focused on the end patient. The result is also a safe, effective and valued treatment solution targeted at the patient.
To prepare for the more dynamic world ahead, healthcare organizations are working to: (1) Improve operational effectiveness, (2) Collaborate for prevention and wellness, (3) Achieve better quality and outcomes.
In the post-reform world of healthcare, payers will be among the most heavily impacted by the new legislation. From new regulations and compliance issues to dealing with potential caps on premiums, payers may already be behind the curve on managing the impact to their business.
Join Guidon Performance Solutions and The Center for Health Transformation to learn more about the complexities of the new legislation and what payers must do now to prepare for the coming change.
Kalkhof Final Va Dc Hfma Strat Mgd Care And Hc Reform 9 28 12chriskalkhof
Post-ACA reform… the majority of provider revenues will come from contracted arrangements. Financial sustainability will be linked to an organization’s ability to manage patient populations across care continuums in alignment with physicians. These evolving business models will require a rethinking of traditional pricing and payer contracting strategies.
At the center of smarter life sciencesis an increasingly more networked operation focused on the end patient. The result is also a safe, effective and valued treatment solution targeted at the patient.
To prepare for the more dynamic world ahead, healthcare organizations are working to: (1) Improve operational effectiveness, (2) Collaborate for prevention and wellness, (3) Achieve better quality and outcomes.
In the post-reform world of healthcare, payers will be among the most heavily impacted by the new legislation. From new regulations and compliance issues to dealing with potential caps on premiums, payers may already be behind the curve on managing the impact to their business.
Join Guidon Performance Solutions and The Center for Health Transformation to learn more about the complexities of the new legislation and what payers must do now to prepare for the coming change.
Kalkhof Final Va Dc Hfma Strat Mgd Care And Hc Reform 9 28 12chriskalkhof
Post-ACA reform… the majority of provider revenues will come from contracted arrangements. Financial sustainability will be linked to an organization’s ability to manage patient populations across care continuums in alignment with physicians. These evolving business models will require a rethinking of traditional pricing and payer contracting strategies.
This presentation explores what Corporate Social Responsibility (CSR) has to do with IT and how IT Service Management best practice can assist organisations in support of a strategic CSR policy.
The second annual Corporate Social Responsibility Perceptions Survey, conducted by research-based consultancy Penn Schoen Berland in partnership with brand consulting firm Landor Associates and strategic communications firm Burson-Marsteller, analyzed consumer views of companies operating across 14 industries ranging from Apparel to Telecommunications.
As well synthesized by Meg Whitman (CEO at Hewlett-Packard) “we’re now living in an Idea Economy, where the ability to turn an idea into a new product or service has never been easier”. This impact is pervasive on all industries, any company has to achieve enough agility to respond to market opportunities and threats and quickly turn ideas into reality.
For some years now, the “digital”-driven projects have become a priority for all the Insurance Groups. Let me add that here the term “digital” refers to several important aspects starting with a digitalized customer experience, which is completed by digital/technological processes aimed at improving the relationship with the clients and with the mid-term objective of maximizing the single client’s profitability.
Insurers are beginning - and those who are not doing so should start – to give serious thought to how they can build their strategy to incorporate the IoT into the insurance value chain.
The Internet of Things (IoT) is “the interconnection via the Internet of computing devices embedded in everyday objects, enabling them to send and receive data.” The most important factor in the IoT “equation” is the data – which is the main element providing value to the insurance company if harvested and analyzed in an adequate manner. In product development there should be a data collection & analysis approach embedded in the business model itself, otherwise the strategy will lack in bringing the desired added value. Having a “data mindset” in all the stages of the business will ensure that the implemented model will have the capacity to gather and analyze the high quantity of data provided by the interconnected devices and environments.
As Matteo Carbone who is an expert in the field says in his article, ultimately telematics is the integrated use of informatics and telecommunications; it is about registering, storing and analyzing data via telecommunication devices.
“Telematics could be one of the most relevant digital innovations in the insurance industry directly impacting the technical results. Due to the pervasive diffusion of the Internet of Everything, this approach could be extended from motor insurance to other insurance businesses.”
The pending silver tsunami of seniors is expected to reach 20% of the US population, 80 million people, by 2050 with a collective market projected to soon be in excess of $300 billion and a need for more direct care givers than we currently have teachers in all K-12 in the US.
MaRS Market Insights - Consumer Digital Health: Market Opportunities and New ...MaRS Discovery District
Consumer-centered digital health solutions are transforming the future of health care. Technologies such as mobile, the web and wireless monitoring are converging to empower patients and offer physicians countless new ways to deliver health care.
This breakfast briefing will spotlight emerging business models in the consumer digital health industry as well as the perspectives of different stakeholders.
Entrepreneur, investor or interested health consumer? Come and learn more about this growing sector!
Want to learn more? Download Consumer Digital Health—the new Market Insight report by MaRS.
Strata RX 2013 | Designing for Dignity in Health TechLuminary Labs
In this Strata RX presentation, Jen van der Meer of Luminary Labs challenges health tech startups to design for a higher aim, offering 8 design principals to enhance the lives of the patients they serve.
Strata Ignite 2013 | A Tale of Two Kinds of StartupsLuminary Labs
In this Strata Ignite presentation, Jen van der Meer of Luminary Labs explores the difference between two kinds of startups: the Badass and the Superbadass.
ZynxOrder at the 2016 Cerner Middle East Regional User GroupBryony Lott
A short presentation by Mr Grant Goodman, Clinical Transformation Lead at Hamad Medical Corporation (HMC), on the benefits of integrating evidence-based order sets from ZynxOrder into Cerner Millennium.
HMC is the main provider of secondary and tertiary healthcare in Qatar and one of the leading hospital providers in the Middle East. In this presentation HMC describe why they chose ZynxOrder and how evidence-based order sets support their clinical transformation journey, helping to drive CPOE adoption and improve clinical outcomes.
This presentation explores what Corporate Social Responsibility (CSR) has to do with IT and how IT Service Management best practice can assist organisations in support of a strategic CSR policy.
The second annual Corporate Social Responsibility Perceptions Survey, conducted by research-based consultancy Penn Schoen Berland in partnership with brand consulting firm Landor Associates and strategic communications firm Burson-Marsteller, analyzed consumer views of companies operating across 14 industries ranging from Apparel to Telecommunications.
As well synthesized by Meg Whitman (CEO at Hewlett-Packard) “we’re now living in an Idea Economy, where the ability to turn an idea into a new product or service has never been easier”. This impact is pervasive on all industries, any company has to achieve enough agility to respond to market opportunities and threats and quickly turn ideas into reality.
For some years now, the “digital”-driven projects have become a priority for all the Insurance Groups. Let me add that here the term “digital” refers to several important aspects starting with a digitalized customer experience, which is completed by digital/technological processes aimed at improving the relationship with the clients and with the mid-term objective of maximizing the single client’s profitability.
Insurers are beginning - and those who are not doing so should start – to give serious thought to how they can build their strategy to incorporate the IoT into the insurance value chain.
The Internet of Things (IoT) is “the interconnection via the Internet of computing devices embedded in everyday objects, enabling them to send and receive data.” The most important factor in the IoT “equation” is the data – which is the main element providing value to the insurance company if harvested and analyzed in an adequate manner. In product development there should be a data collection & analysis approach embedded in the business model itself, otherwise the strategy will lack in bringing the desired added value. Having a “data mindset” in all the stages of the business will ensure that the implemented model will have the capacity to gather and analyze the high quantity of data provided by the interconnected devices and environments.
As Matteo Carbone who is an expert in the field says in his article, ultimately telematics is the integrated use of informatics and telecommunications; it is about registering, storing and analyzing data via telecommunication devices.
“Telematics could be one of the most relevant digital innovations in the insurance industry directly impacting the technical results. Due to the pervasive diffusion of the Internet of Everything, this approach could be extended from motor insurance to other insurance businesses.”
The pending silver tsunami of seniors is expected to reach 20% of the US population, 80 million people, by 2050 with a collective market projected to soon be in excess of $300 billion and a need for more direct care givers than we currently have teachers in all K-12 in the US.
MaRS Market Insights - Consumer Digital Health: Market Opportunities and New ...MaRS Discovery District
Consumer-centered digital health solutions are transforming the future of health care. Technologies such as mobile, the web and wireless monitoring are converging to empower patients and offer physicians countless new ways to deliver health care.
This breakfast briefing will spotlight emerging business models in the consumer digital health industry as well as the perspectives of different stakeholders.
Entrepreneur, investor or interested health consumer? Come and learn more about this growing sector!
Want to learn more? Download Consumer Digital Health—the new Market Insight report by MaRS.
Strata RX 2013 | Designing for Dignity in Health TechLuminary Labs
In this Strata RX presentation, Jen van der Meer of Luminary Labs challenges health tech startups to design for a higher aim, offering 8 design principals to enhance the lives of the patients they serve.
Strata Ignite 2013 | A Tale of Two Kinds of StartupsLuminary Labs
In this Strata Ignite presentation, Jen van der Meer of Luminary Labs explores the difference between two kinds of startups: the Badass and the Superbadass.
ZynxOrder at the 2016 Cerner Middle East Regional User GroupBryony Lott
A short presentation by Mr Grant Goodman, Clinical Transformation Lead at Hamad Medical Corporation (HMC), on the benefits of integrating evidence-based order sets from ZynxOrder into Cerner Millennium.
HMC is the main provider of secondary and tertiary healthcare in Qatar and one of the leading hospital providers in the Middle East. In this presentation HMC describe why they chose ZynxOrder and how evidence-based order sets support their clinical transformation journey, helping to drive CPOE adoption and improve clinical outcomes.
How Aetna Uses Employee Advocacy to Power Social Sharing in a Highly Regulate...SocialChorus
Despite being in a highly regulated industry like healthcare, Aetna’s innovative social media team guides and empowers hundreds of employees to represent the brand on social media. By investing in their employees’ social networks, Aetna is able to amplify brand content and increase consumer trust through authentic, employee-led social media engagement.
The Human Company Playbook, Version 1.0Luminary Labs
Recently, major corporations have radically rethought how they do business by establishing livable wages, developing creative equity plans, offering paid parental leave policies, and even pulling out of an entire state in protest of discrimination. In addition
to sending a strong signal that people come first, these organizations are also making
an economic argument to investors that employee-friendly policies pay dividends in reduced turnover and improved business outcome.
But what about small companies, and what about startups? The playbook aims to answer just that.
Read more: https://medium.com/@sarita/we-don-t-need-more-woman-friendly-companies-27a533b1fb9f#.p5iskl75j
2013-01 Building a Framework for Sustainable ACO Enablementimagine.GO
Insurers and Providers must first agree on how to share risk. After that, begins the hard part. For ACOs to last, unlike managed care in the 90's, they will need a sustainable framework to achieve cost, quality, and patient experience.
Presentation made by Dr. Carolyn A. (Cindy) Watts on the 5th of November, 2012 during the live webinar hosted by VCU Department of Gerontology (discussion moderated by Dr E. Ayn Welleford) - review recording of webinar at http://www.alzpossible.org/wordpress-3.1.4/wordpress/alliedhealth/
Five Macro Trends Driving Healthcare Industry Investment in 2011 and BeyondCognizant
Here are five industry trends that will strongly influence where and how healthcare ecosystem participants will invest business development and technology dollars this year and into 2012.
Beyond EHR - Achieving Operational Efficiency Callum Bir
Callum Bir
IBC Asia 3rd Asia EHR Conference in held in Singapore November 2011
Callum chaired the workshop for the day with guests speakers from Singapore MOHH, HL7, etc.
Accountable Care Organizations - Early Lessons Learned from Strong Revenue Cy...GE Healthcare - IT
When the Centers for Medicare and Medicaid (CMS) Innovation
announced plans to select organizations for its Shared Savings
Accountable Care Organization program in April 2011 via a proposed
rule, reactions within the healthcare community were mixed. Some
were excited by the prospect of a push for more coordinated and
integrated care networks, while others criticized the specifics of the
proposal, concerned that the level of provider risk and other provisions
would make the model unsustainable over time. Subsequently, the
Centers for Medicare and Medicaid Services (CMS) issued a Final Rule
on Shared Savings Accountable Care Organizations (ACOs) that was
much more positively received throughout the healthcare community.
CMS then followed the Final Rule with an April 2012 announcement,
adding 27 initial Share Savings ACOs to its original 32 Pioneer ACO
group. With this backdrop in place, it’s clear that accountable care
is more than the latest healthcare buzzword. Today, there is a clear
change in the focus of healthcare providers, with an emphasis on
shifting the focus of payment for hospitals, physicians, and other
healthcare entities towards integrated care and a focus on value and
quality of care rather than the volume of services provided.¹
Imagine a healthcare system where people live long, healthy lives, receiving quality, affordable care, with clinicians nationwide collaborating to improve outcomes. That's Accountable Care! Learn the benefits of becoming an ACO in this insightful eBook.
COVID-19 heightened chronic challenges within the global healthcare industry. It became a catalyst amid fierce competition and tight regulations for health providers and payers to focus on digital health, cybersecurity, patient data transparency, and a variety of customer-centric and operational enhancements. As a result, we found the 2022 trendline pointing to improvements in access and quality of care.
Healthcare challenges such as optimizing the cost of care while simultaneously enabling personalized interventions and consumer-friendly shoppable services are long-standing − but, historically, the industry has been slow to react.
Read our Top Trends 2022 report to examine the lingering ramifications of the pandemic, responses from medical and insurance organizations, and the worldwide impact of ever-changing regulatory standards and mandates.
This is the latest short version of the Health 2.0 talk done by Matthew Holt & Indu Subaiya, This version was presented at the NCI Consumer Informatics Summit week of November 8. Has lots of revisions from Matthew's standard Health 2.0 done by Indu Subaiya
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
Prix Galien International 2024 Forum ProgramLevi Shapiro
June 20, 2024, Prix Galien International and Jerusalem Ethics Forum in ROME. Detailed agenda including panels:
- ADVANCES IN CARDIOLOGY: A NEW PARADIGM IS COMING
- WOMEN’S HEALTH: FERTILITY PRESERVATION
- WHAT’S NEW IN THE TREATMENT OF INFECTIOUS,
ONCOLOGICAL AND INFLAMMATORY SKIN DISEASES?
- ARTIFICIAL INTELLIGENCE AND ETHICS
- GENE THERAPY
- BEYOND BORDERS: GLOBAL INITIATIVES FOR DEMOCRATIZING LIFE SCIENCE TECHNOLOGIES AND PROMOTING ACCESS TO HEALTHCARE
- ETHICAL CHALLENGES IN LIFE SCIENCES
- Prix Galien International Awards Ceremony
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
It’s work is regulated by androgens which are responsible for male sex characteristics
Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
Dr Sujoy Dasgupta presented the study on "Couples presenting to the infertility clinic- Do they really have infertility? – The unexplored stories of non-consummation" in the 13th Congress of the Asia Pacific Initiative on Reproduction (ASPIRE 2024) at Manila on 24 May, 2024.
Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
2. What We Believe
Health
Access and
Employers Consumerism Providers Information
Affordability
Technology
Source: Premier
is a universal demand more in charge of transforming the helping
issue cost-effective their own network model people live
solutions health care healthier lives
Our strategy is designed to capitalize on the changing
external environment
AETNA INVESTOR CONFERENCE The Changing Environment 13
3. What We Believe
Access and Affordability
The ACA addresses access without providing for affordability
Supreme Court Opportunity to improve
the ACA
Currently implemented
Deficit Reduction
changes likely to remain
Efforts
Employer sponsored
insurance will continue
2012 Elections to thrive
ACA = Affordable Care Act
Photo: Bloomberg News
AETNA INVESTOR CONFERENCE The Changing Environment 14
4. What We Believe
Employers
Employers need more cost-effective solutions
1990’s 2000’s 2012
Consumer
Indemnity Open Innovative
Strong- Directed
Medical Access Network
form HMOs Health
Plans Plans Models
Plans
We are developing new products based on …
Tiered networks
Narrow networks
Accountable Care Solutions
AETNA INVESTOR CONFERENCE The Changing Environment 15
5. What We Believe
Consumers
Consumers will continue to bear higher health care cost increases
$19,393
Employees have borne +7.5%
half of the dollar increase
$14,500
in medical costs since
+9.4%
2007
The annual rate of
increase in Employee
+6.3%
costs has been almost
50% higher than CAGRs
Employer cost increases shown
Sources: Milliman Medical Cost index
2007-2011: Average medical cost for a family
of four shown.
AETNA INVESTOR CONFERENCE The Changing Environment 16
6. What We Believe
Providers
Provider systems are increasingly institution-based
Changing Hands
Medical practice ownership
100%
Less than one-third of US
Hospital- medical practices are truly
75% owned
independent
50%
The ACA and shifting economics
25%
Physician- are forcing providers to re-
owned
evaluate their business models
0%
'02 '04 '06 '08 '10
Source: “MGMA Physician Compensation and Production
Survey Report”
Accountable Care Organizations are the future business model
for provider/plan collaboration
Sources: MGMA and Wall Street Journal.
AETNA INVESTOR CONFERENCE The Changing Environment 17
7. What We Believe
Health Information Technology (HIT)
Today’s technologies enable a 360º view of the patient
AETNA INVESTOR CONFERENCE The Changing Environment 18
8. What We Believe
Health Information Technology (HIT)
Consumers
Provider
Meaningful Use
+
Consumer
Connectivity Accountable
Care
+ Solutions
Incentive
Alignment
Intellectual
= Property
Paradigm
Shift Medical
Membership
AETNA INVESTOR CONFERENCE The Changing Environment 19
9. Our Unique Capabilities Can Meet State
and Local Needs
Unique and Configurable Aetna Capabilities
Medicare / Retirees Medicaid State Employees
Accountable Care
ActiveHealth Medicity
Solutions
Patient Centered
iTriage Care Management
Medical Home
Positions Aetna as a solutions provider to address full set
of State and Local needs
AETNA INVESTOR CONFERENCE Advancing the Core 27
10. Our Unique Capabilities Can Meet State
and Local Needs
North Carolina Patient Centered Medical Home
Unique and Configurable Aetna Capabilities
Medicare / Retirees Medicaid State Employees
Accountable Care
ActiveHealth Medicity
Solutions
Patient Centered
iTriage Care Management
Medical Home
Positions Aetna as a solutions provider to address full set
of State and Local needs
AETNA INVESTOR CONFERENCE Advancing the Core 28
11. Our Unique Capabilities Can Meet State
and Local Needs
Carilion Clinic
Unique and Configurable Aetna Capabilities
Medicare / Retirees Medicaid State Employees
Accountable Care
ActiveHealth Medicity
Solutions
Patient Centered
iTriage Care Management
Medical Home
Positions Aetna as a solutions provider to address full set
of State and Local needs
AETNA INVESTOR CONFERENCE Advancing the Core 29
12. Customer Experience:
Enhanced for a Digital Age
Leveraging technology to redefine
quality as convenience
Our new customer models target:
Installing cases in days, not weeks
Rate and product availability in minutes,
not days
Online provider availability and scheduling
Online adjudication and payment estimation
Payment online, rather than by check or wire
Aetna’s consumer platform will be a competitive advantage in the
changing environment
AETNA INVESTOR CONFERENCE Commercial Insured 67
13. Charles E. Saunders, MD
Head of Strategic
Diversification
Accountable Care Solutions —
Collaborating To Transform Health Care
December 15, 2011
15. The Market is Demanding More Value
Health
Access and
Employers Consumerism Providers Information
Affordability
Technology
Source: Premier
Aetna believes Accountable Care Solutions will power the
next transformative network model to help meet the needs
of the changing external environment
AETNA INVESTOR CONFERENCE Accountable Care Solutions 87
16. Rate Pressures are Forcing Providers to
Re-evaluate the Network Model
S&P Healthcare Economic Composite Index
The growth in health care
120%
Commercial Health cost is ultimately
Care Cost Index
unsustainable
Medicare Health Care
115% Cost Index
Cost Shift
Pressure It is estimated that Medicare
110%
and Medicaid account for
55% of hospital revenues*
105%
Source: S&P Healthcare Economic Composite Index Commercial payors are
100%
unable to continue to
subsidize cost shifting
Health Care Reform is forcing providers to re-evaluate their
revenue and profit model
* New York Times, July 4, 2011
AETNA INVESTOR CONFERENCE Accountable Care Solutions 88
17. Changing the provider focus from
Volume to Value
Volume Value
Provider revenues contingent on Re-aligned financial incentives
volume of care services provided create diversified revenue sources
Encourages additional capacity Improved cost structure and
and unnecessary care efficiency increases profitability
Denied claims, un-reimbursed
Quality improvement increases
admissions and other penalties as
performance-based reimbursement
payors manage utilization
Payors and providers as Aligned incentives to provide
adversaries appropriate care in the best setting
Providers recognize the value offered through Accountable
Care Solutions Collaborations
AETNA INVESTOR CONFERENCE Accountable Care Solutions 89
18. We see Accountable Care as a Broad,
Transformational Commercial Model
Aetna Perspective
All patient model – Medicare, Medicaid, Commercial
All payor model – not limited to Aetna members
Committed to quality and total cost management
Symmetrical risk sharing
CMS Model
Medicare only
Defined network
Shared savings
Quality measures and reporting
Aetna’s Accountable Care Solutions offering is a sustainable
long-term model for change
AETNA INVESTOR CONFERENCE Accountable Care Solutions 90
19. Driving Change and Creating Value
Through Accountable Care Solutions
Empower Accountable
Aetna Capabilities… Driving…
Care Solutions…
Improved
Medical Cost
Structure
Membership
Growth
Intellectual Property Service Fee
Source: Premier
Revenue
AETNA INVESTOR CONFERENCE Accountable Care Solutions 91
20. Connecting Providers and Patients with
Powerful, Personal Technology
Clinical Data Integration
Secure Data Exchange
Intelligent provider
Leading consumer interface
mobile app Cloud-based
Symptom-to- application store
Provider pathway Rapid / viral
Navigation, access, distribution
appointments,
registration Accountable
Care
Solutions Population-based clinical
intelligence, decision
Risk management support, disease registries
and alerts
Health plan services
Care Management,
Network and member
communication and
management Intellectual
Property workflow technology
Distribution
Personal Health Record
AETNA INVESTOR CONFERENCE Accountable Care Solutions 92
21. Medicity Transforms Data Into Action
Analytics, Risk-stratified
Populations & Quality
Measures
Clinical Decision
Support
HIS
• Data Aggregation
• Community Health Record Patient Portal
• Identity Management
• Semantic Interoperability
• Security Framework
• Patient Consent Framework
AETNA INVESTOR CONFERENCE Accountable Care Solutions 93
22. Aetna provides a Path to Accountable Care
at Any Stage of Provider Readiness
Accountable Care
Risk
Clinical Integration Management
Workflow Workflow
Management Management
Outcomes Data Outcomes Data
Meaningful Use Analytics
Analytics
HIE HIE HIE
EMR EMR EMR
Clinical Decision Clinical Decision Clinical Decision
Support Support Support
Manage Manage
Coordinate
performance populations
AETNA INVESTOR CONFERENCE Accountable Care Solutions 94
23. ACS is aligning its Market Opportunities to
its Core Business Network Strategy
ACO PCMH
Large integrated Systems Mid/large Group
No Provider-owned Plans IPA / MSO
Critical Mass Locally
~330(a) ~230(b)
ACO / PCMH Network Strategy
High Presence
Current Plan
Aetna Sponsor
Presence Coverage
Low Presence Needs
(a) Ideal candidate Independent
Delivery Network Current pipeline is > 150 health systems
(b) Ideal candidate groups
AETNA INVESTOR CONFERENCE Accountable Care Solutions 95
24. In Addition to New Growth ACS Creates
Synergies to the Core
Network enhancement
Improved value proposition to plan sponsors
Improved provider discounts
Reduced cost of care / MBR
Provider relationship enhancement
Differentiation of the Aetna brand
AETNA INVESTOR CONFERENCE Accountable Care Solutions 96
25. Road to Competitive Product Rates and
Membership Growth: Illustrative
Market broker study Health System and Aetna ACS
concluded that small group collaborate to identify
narrow network product would opportunities and implement
need to be priced ~10% lower technology tools and care
than competitors to attract management initiatives to close
members the gap
Unit Price 10-25% Cost
Goal: 10% Better than
Concessions = Parity Reduction from
Competitors
with Competitors Collaboration and IT
Health System unit cost
concessions of ~10% put
collaboration on par with
local competitors
Aetna’s new network model is creating high-quality, low-cost
options in local markets
AETNA INVESTOR CONFERENCE Accountable Care Solutions 97
26. Select Customer Examples
Experience
52 MA Collaborations
Breadth of Populations Served
6 Multi-payor PCMHs
1 Medicaid PCMH
2 Statewide ACOs
10+ bundled payment models
26 multi-line, multi-payor
ACOs being contracted or
launched
>150 health systems in
pipeline
ACO Scope
AETNA INVESTOR CONFERENCE Accountable Care Solutions 98
27. Case Study
Headquartered in Roanoke, VA
More than 1,200 licensed beds and net revenues of $1.25B in FY2009
Background
600+ physicians in a multi-specialty group practice and 8 not-for-profit hospitals
Serves approximately 1 million people in Western Virginia
Employees
Targeted Commercial
Customer Markets Medicare Advantage (MA)
Medicaid
Improving profitability of Carilion Clinic’s MA health plan using, in part, Aetna’s MA
provider collaboration model
Collaboration Building a co-branded Carilion Clinic/Aetna suite of products for commercial market
Model(s)
Transitioned employees off cycle to be Aetna members and manage them in the ACO
Launching a provider-driven managed Medicaid program with Carilion
Payment Reform
Risk sharing (up and down) – cost saving based on clinical and financial efficiencies
Highlights
Care management: Exploring use of ActiveHealth care management platform, PHR,
Other health management programs and staff support
Collaborations
Health plan services: Aetna insurance license, customized enrollment support, etc.
AETNA INVESTOR CONFERENCE Accountable Care Solutions 99
28. Accountable Care Solutions Can Play a
Transformational Role in Health Care
Accountable Care Solutions is becoming the marketplace
leader in enabling population health management for
providers
… And it puts Aetna on a path to play a transformational
role in health care
Aetna is uniquely positioned to drive benefit from this new
model for health care finance and delivery
… And fundamentally change the value proposition for
purchasers and patients
AETNA INVESTOR CONFERENCE Accountable Care Solutions 100