Don Berwick offered 10 tips for improving the NHS in his speech:
1. Put patients at the center of care by customizing care to individuals and involving patients in their own care.
2. Stop restructuring the NHS to provide stability for improvements.
3. Strengthen local community health systems as the core unit for leadership, management, and care coordination.
4. Reinvest in general practice and primary care, which are the foundation of the healthcare system.
The Impact of Healthcare Reform on Urban & Safety Net Hospitals - Mark Chasta...marcus evans Network
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Interview with: Mark Chastang, Executive Vice President and Chief Operating Officer, Grady Health System
The Impact of Healthcare Reform on Urban & Safety Net Hospitals - Mark Chasta...marcus evans Network
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Interview with: Mark Chastang, Executive Vice President and Chief Operating Officer, Grady Health System
Health Informatics Society of Ireland - Patient Journey RecordEnda Madden
Health Informatics Society of Ireland - Patient Journey Record Presentation of the research behind the patient journey record readmissions management platform.
Project HealthDesign: Rethinking the Power and Potential of Personal Health Records is a $10-million national program funded through the Robert Wood Johnson Foundation’s (RWJF) Pioneer Portfolio. In this second round of funding, Project HealthDesign will seek to test whether and how information about patterns of everyday living can be collected and interpreted such that patients can take action and clinicians can integrate new insights into clinical care processes.
Leanne Wells, Chief Executive Officer, Consumers Health Forum of Australia, gave the Ian Webster Health for All Oration to the annual forum of the Centre for Primary Health Care and Equity on 13 August 2015.
These slides were used as part of a talk for Sheffield Health Watch on the idea emerging from NHS England that the future direction of NHS reform will be the creation of Accountable Care Organisations (ACOs)
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An interview with Dr LaTonya Washington, the Chairperson at the marcus evans National Healthcare CMO Summit 2023, on how healthcare organizations can improve patient care by achieving health equity and having a truly diverse workforce.
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Health Informatics Society of Ireland - Patient Journey RecordEnda Madden
Health Informatics Society of Ireland - Patient Journey Record Presentation of the research behind the patient journey record readmissions management platform.
Project HealthDesign: Rethinking the Power and Potential of Personal Health Records is a $10-million national program funded through the Robert Wood Johnson Foundation’s (RWJF) Pioneer Portfolio. In this second round of funding, Project HealthDesign will seek to test whether and how information about patterns of everyday living can be collected and interpreted such that patients can take action and clinicians can integrate new insights into clinical care processes.
Leanne Wells, Chief Executive Officer, Consumers Health Forum of Australia, gave the Ian Webster Health for All Oration to the annual forum of the Centre for Primary Health Care and Equity on 13 August 2015.
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An interview with Dr LaTonya Washington, the Chairperson at the marcus evans National Healthcare CMO Summit 2023, on how healthcare organizations can improve patient care by achieving health equity and having a truly diverse workforce.
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The Academy White Paper was published in October 2014 as a means to tell the Academy’s story, the history of how AIHM came to be, and why its formation is timely and important.
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
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micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
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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!
CDSCO and Phamacovigilance {Regulatory body in India}NEHA GUPTA
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Pharmacovigilance, on the other hand, is the science and activities related to the detection, assessment, understanding, and prevention of adverse effects or any other drug-related problems. The primary aim of pharmacovigilance is to ensure the safety and efficacy of medicines, thereby protecting public health.
In India, pharmacovigilance activities are monitored by the Pharmacovigilance Programme of India (PvPI), which works closely with CDSCO to collect, analyze, and act upon data regarding adverse drug reactions (ADRs). Together, they play a critical role in ensuring that the benefits of drugs outweigh their risks, maintaining high standards of patient safety, and promoting the rational use of medicines.
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Dr Don Berwick Top 10 Tips
1. Don Berwick’s Top Ten Tips
In his speech, during the 60th birthday celebrations of the NSH
President and CEO Institute for Healthcare Improvement USA,
Don Berwick offered the following top ten tips for the NHS to get
better:
First, put the patient at the center – at the absolute center
of your system of care. Put the patient at the center for
everything that you do. In its most helpful and authentic form,
this rule is bold; it is subversive. It feels very risky to both
professionals and managers, especially at first. It is not focus
groups or surveys or token representation. It is the active
presence of patients, families, and communities in the design,
management, assessment, and improvement of care, itself. It
means customizing care literally to the level of the individual. It
means asking, “How would you like this done?” It means
equipping every patient for self-care as much as each wants. It
means total transparency – broad daylight. It means that
patients have their own medical records, and that restricted
visiting hours are eliminated. It means, “Nothing about me
without me.” It means that we who offer health care stop acting
like hosts to patients and families, and start acting like guests in
their lives. For professionals made anxious by this extreme
image, let me simply remind you how you probably begin every
encounter when you are following your best instincts; you ask,
“How can I help you?” and then you fall silent and you listen.
Second, stop restructuring. In good faith and with sound logic,
the leaders of the NHS and government have sorted and resorted
local, regional, and national structures into a continual parade of
new aggregates and agencies. Each change made sense, but the
parade doesn’t make sense. It drains energy and confidence from
the workforce and middle managers, who learn not to take risks,
but rather to hold their breaths and wait for the next change. It
is, I think, time to stop. No structure in a complex management
system is ever perfect. There comes a time, and the time has
come, for stability, on the basis of which, paradoxically,
productive change becomes easier and faster, as the good, smart,
committed people of the NHS – the one million wonderful people
who can carry you into the future – find the confidence to try
improvements without fearing the next earthquake.
Third, strengthen the local health care systems –
community care systems – as a whole. What you call “health
economies” should become the core of design: the core of
2. leadership, management, inter-professional coordination, and
goals for the NHS. This should be the natural unit of action for
the Service, but it is as yet unrealized. The alternative, like in the
US, is to have elements – hospitals, clinics, surgeries, and so on –
but not a system of care. Our patients need integrated journeys;
and they need us to tend and defend those journeys. I believe
that the NHS has gone too far in the past decade toward
optimizing hospital care – a fragment – and has not yet optimized
the processes of care for communities. You can do that. It is, I
think, your destiny.
Fourth, to help do that, reinvest in general practice and
primary care. These, not hospital care, are the soul of a proper,
community-oriented, health-preserving care system. General
practice, not the hospital, is the jewel in the crown of the NHS. It
always has been. Save it. Build it.
Fifth, please don’t put your faith in market forces. It’s a
popular idea: that Adam Smith’s invisible hand would do a better
job of designing care than leaders with plans can. I do not
agree. I find little evidence anywhere that market forces, bluntly
used, that is, consumer choice among an array of products with
competitors’ fighting it out, leads to the health care system you
want and need. In the US, competition has become toxic; it is a
major reason for our duplicative, supply-driven, fragmented care
system. Trust transparency; trust the wisdom of the informed
public; but, do not trust market forces to give you the system you
need. I favor total transparency, strong managerial skills, and
accountability for improvement. I favor expanding choices. But, I
cannot believe that the individual health care consumer can
enforce through choice the proper configurations of a system as
massive and complex as health care. That is for leaders to do.
Sixth, avoid supply-driven care like the plague. Unfettered
growth and pursuit of institutional self-interest has been the
engine of low value for the US health care system. It has made it
unaffordable, and hasn’t helped patients at all.
Seventh, develop an integrated approach to the
assessment, assurance, and improvement of quality. This
is a major recommendation of Leatherman and Sutherland’s
report, and I totally concur. England now has many governmental
and quasi-governmental organizations concerned with assessing,
assuring, and improving the performance of the NHS. But they
do not work well with each other. The nation lacks a consistent,
agreed map of roles and responsibilities that amount, in
aggregate, to a coherent system of aim-setting, oversight, and
3. assistance. Leatherman and Sutherland call this an “NHS National
Quality Programme,” and it is one violation of my proposed rule
against restructuring that I have no trouble endorsing.
Eighth, heal the divide among the professions, the
managers, and the government. Since at least the mid-
1980’s, a rift developed that has not yet healed between the
professions of medicine formally organized and the reform
projects of government and the executive. I assume there is
plenty of blame to go around, and that the rift grew despite the
best efforts of many leaders on both sides. But, the toll has been
heavy: resistance, divided leadership, demoralization, confusion,
frustration, excess economic costs, and occasional technical
mistakes in the design of care. The NHS and the people it serves
can ill afford another decade of misunderstanding and suspicion
between the professions, on the one hand, and the managers and
public servants, on the other hand. It is the duty of both to set it
aside.
Ninth, train your health care workforce for the future, not
the past. That workforce needs to master a whole new set of
skills relevant to the leadership of and citizenship in the
improvement of health care as a system – patient safety,
continual improvement, teamwork, measurement, and patient-
centered care, to name a few. Scotland announced last week that
all its health professionals in training will master safety and
quality improvement as part of their qualification. Far be it for me
to suggest copying Scotland, but there you have it. I am pleased
that Lord Darzi’s Next Stage report suggests such standards for
the preparation of health care professionals in England.
Tenth, and finally, aim for health. I suppose your forebears
could have called it the NHCS, the “National Health Care Service,”
but they didn’t. They called it the “National Health Service.”
Maybe they meant it. Maybe they meant to create an enterprise
whose product – whose purpose – was not care, but health.
Maybe they knew then, as we surely know now, even before Sir
Douglas Black and Sir Derek Wanless and Sir Michael Marmot,
that great health care, technically delimited, cannot alone produce
great health. Developed nations that forget that suffer the
embarrassment of growing investments in health care with
declining indices of health. The charismatic epidemics of SARS,
mad cow, and influenza cannot hold a candle to the damage of
the durable ones of obesity, violence, depression, substance
abuse, and physical inactivity. Would it not be thrilling in the next
decade for the NHS – the National Health Service – to live fully up
to its middle name?