Presentation given by Dr. Rajesh Harshvardhan, Department of Hospital Administration, AIIMS on August 1st, 2011 at eWorld Forum (www.eworldforum.net) in the session Sharing Good Practices in eGovernance
A medical record, health record, or medical chart is a systematic documentation of a patient\'s individual medical history and care. The term \'Medical record\' is used both for the physical folder for each individual patient and for the body of information which comprises the total of each patient\'s health history. Medical records are intensely personal documents and there are many ethical and legal issues surrounding them such as the degree of third-party access and appropriate storage and disposal. Although medical records are traditionally compiled and stored by health care providers, personal health records maintained by individual patients have become more popular in recent years.
A medical record, health record, or medical chart is a systematic documentation of a patient\'s individual medical history and care. The term \'Medical record\' is used both for the physical folder for each individual patient and for the body of information which comprises the total of each patient\'s health history. Medical records are intensely personal documents and there are many ethical and legal issues surrounding them such as the degree of third-party access and appropriate storage and disposal. Although medical records are traditionally compiled and stored by health care providers, personal health records maintained by individual patients have become more popular in recent years.
The presentation describes in brief the patients need, expectations and how to develop the patient care and feedback system to obtain maximum patient satisfaction.
A Hospital is a highly challenging work place. There are numerous bottlenecks that deteriorates the productivity & efficiency of the Healthcare services delivered.
Brand reputation of a Hospital depends on how quick they resolve the issues raised without compensating the quality and patient satisfaction. Spontaneity to untangle any situation is possible only with a strong “Hospital Operations team”. Operations management team is responsible for managing all operational process of the Hospital which includes all clinical & non-clinical departments to have a smooth working environment.
The presentation describes in brief the patients need, expectations and how to develop the patient care and feedback system to obtain maximum patient satisfaction.
A Hospital is a highly challenging work place. There are numerous bottlenecks that deteriorates the productivity & efficiency of the Healthcare services delivered.
Brand reputation of a Hospital depends on how quick they resolve the issues raised without compensating the quality and patient satisfaction. Spontaneity to untangle any situation is possible only with a strong “Hospital Operations team”. Operations management team is responsible for managing all operational process of the Hospital which includes all clinical & non-clinical departments to have a smooth working environment.
Presentation given by Anir Chowdhury, Policy Advisor, UNDP on August 2nd, 2011 at eWorld Forum (www.eworldforum.net) in the session ICT Leader's Conclave
As the financial and demographic landscape changes, our healthcare services need to provide something significantly different to meet the needs of the Scottish population. In this session Gerry Marr talks about how do we make best use of the resources we have and what are we already doing that is transforming healthcare.
Please follow instructions carefully. Thank you so kindly. Ass.docxmattjtoni51554
Please follow instructions carefully. Thank you so kindly.
Assignment 1 “Changes in Human Resource Management (HRM) and Employment Law" Please respond to the following: 1 and ½ half pages with references
· Based on the assigned chapters this week, identify three (3) key changes that have advanced HR and provide a justification to support your selection.
· From this week’s assigned reading, choose one (1) historical government HR regulation enacted and elaborate on how this new mandate affected all stakeholders involved. Recall stakeholders in any industry, and cover those directly involved and their communities.
Assignment 2 "Human Resources Activities and Relationships" Please respond to the following:
1 and ½ half pages with references
· Considering the services provided by a hospital HR department, how do most HR specialists deal with employee scarcity like nursing shortages when trying to hire the best professionals?
· What leadership and management skill sets are useful for retaining good employees and deferring employee turnover?
Assignment 3
Job Descriptions and Employee Training and Development" Please respond to the following:
2 pages with references
· Go to the Joint Commission’s Website located at http://www.jointcommission.org/standards_information/jcfaq.aspx. At “Standards FAQs,” select a field-related manual category from the drop-down list, type in “human resources” in the “Optional Keyword” box, and then click the “Go” button. Next, provide an example of how the Joint Commission has influenced a specific function of HR in a healthcare organization.
· Recommend a specific employee training method that you think would be most effective for a healthcare organization, and determine one advantage and one disadvantage of your chosen training method. Provide support for your rationale.
The New Focus on Quality and Outcomes
Introduction
In 1999, the Institute of Medicine (IOM) published a groundbreaking analysis of the impact of medical errors on the health care delivery system and the patients it serves. The analysis, published as "To Err is Human: Building a Safer Healthcare System," concluded that medical errors resulted in up to 98,000 patient deaths in American hospitals every year. This report hit the national press and participants in the health care system and the political system with the force of a large bomb. Since that time, hospitals and other health care entities have refocused their attention on quality, errors, and patient safety in an unprecedented way, urged on by public outcry and by federal and state efforts to compel improvements in the health care system. Such entities as the Institute for Healthcare Improvement (www.ihi.org) the National Quality Forum (www.qualityforum.org), and the Institute of Medicine (www.iom.edu) have all emerged as champions of quality and safety initiatives, offering training, resources, access to best practices, and data collection strategies to move the cause of quality.
The Future of Hospital Care and Management: HIMS for the WinLucy Zeniffer
The Future of Hospital Care and Management: HIMS for the Win" elucidates the transformative impact of Hospital Information Management Systems (HIMS) on healthcare. This analysis navigates the integration of digital solutions and patient-centric strategies, optimizing care quality and operational efficiency. Harnessing data analytics, HIMS revolutionizes hospital care and management, shaping the future of healthcare delivery.
THIS IS THE FEEDBACK I RECEEIVED. Only one patient responded to my.docxjuliennehar
THIS IS THE FEEDBACK I RECEEIVED. Only one patient responded to my post. Hope this helps
Ryan,
Inadequate levels of nursing professionals were first discussed more than 80 years ago (Whelan, n.d.). Recently, scholars have opined many reasons for the shortage of nurses. Factors such as work stress, burnout, violence against healthcare professionals, a lack of qualified nursing instructors, and nurses unable to adapt to changing technology or clinical environments have been addressed (Haddad & Toney-Butler, 2019). As many nurses may attest, doing more with less can lead to mistakes and dissatisfaction with a nursing career. Ultimately, patient care suffers.
Organizations employ various tactics to help strengthen nurse retention. Halter et al. (2017) suggest strong nursing leadership and assigning preceptors to new nurses can help minimize nursing resignation rates. At the writer’s employment, hospital administrators use several ways to retain nurses. Each quarter, a nurse is recognized for outstanding achievement by receiving a certificate, gift card, and editorial mention on the hospital’s intranet. Moreover, the hospital caters lunch for all employees, dayside and nighttime staff, twice a year for meeting quality targets. Also, the hospital uses various national celebration days such as ice cream, donuts, coffee, bagels, and candy to reward all employees. Creating a level of goodwill and institutional collaboration can help retain nurses and improve job satisfaction (Kurnat-Thoma et al., 2017).
Reference
Haddad, L.M., & Toney-Butler, T.J. (2019). Nursing shortage. StatPearls Publishing.
Halter, M., Pelone, F., Boiko, O., Beighton, C., Harris, R., Gale, J., Gourlay, S., & Drennan, V. (2017). Interventions to reduce adult nursing turnover: A systematic review of systematic reviews. The Open Nursing Journal, 11, 108-123. https://doi.org/10.2174/1874434601711010108
Kurnat-Thoma, E., Ganger, M., Peterson, K., & Channell, L. (2017). Reducing annual hospital and registered nurse staff turnover: A 10-element onboarding program intervention. SAGE Open Nursing, 3. https://doi.org/10.1177/2377960817697712
Whelan, J.C. (n.d.). Where did all the nurses go? Retrieved from https://www.nursing.upenn.edu/nhhc/workforce-issues/where-did-all-the-nurses-go/
By Thomas C. Ricketts and Erin P. Fraher
Reconfiguring Health Workforce
Policy So That Education,
Training, And Actual Delivery
Of Care Are Closely Connected
ABSTRACT There is growing consensus that the health care workforce in
the United States needs to be reconfigured to meet the needs of a health
care system that is being rapidly and permanently redesigned.
Accountable care organizations and patient-centered medical homes, for
instance, will greatly alter the mix of caregivers needed and create new
roles for existing health care workers. The focus of health system
innovation, however, has largely been on reorganizing care delivery
processes, reengineering workflows, and adopting electronic technolo ...
Unit 1Emergency Department Overcrowding Due to L.docxwillcoxjanay
Unit 1
Emergency Department Overcrowding Due to Lack of Access to Primary Care
Teresa Cochran
November 12, 2015
Emergency Department Overcrowding Due to Lack of Access to Primary Care
Emergency Department overcrowding related to patients seeking care for non-emergent conditions is an increasing concern for hospitals across the country. In rural areas, this issue is of concern not only for patient care but also has an impact economically on hospital financial viability.
Current Situation
Emergency Departments are designed to provide expedient care for individuals with emergent, life-threatening situations. However, in the current state, emergency departments are increasingly serving as a source of providing primary care. The resulting inappropriate use of the emergency department for non-emergent visits has been shown to increases cost, impact patient safety and quality.
Healthcare organizations must find and development innovative methods to provide quality patient care while maintaining low cost and maximum efficiencies. While demand for Emergency Services grows in part due to an aging population, the volume also has grown due to lack of primary care physicians and patient preference. The financial pressures faced by hospitals due to reductions in reimbursement necessitate a restructuring of the standard model of healthcare care delivery.
Problem Statement
As the population continues to grow emergency departments will continue to see not only acute illness but more chronic illness. It is essential for health care systems to continue in developing new and innovative means related to optimization of care delivery. Specifically this will identify factors that affect overutilization of the emergency department by individuals that are more appropriately treated in the primary care setting. Therefore, the increasing use of emergency departments will impact overall patient care due to lack of continuity that is provided in the primary care setting for chronic illness.
Research Objective
This research proposal will evaluate the feasibility of incorporating a medical home into the emergency department setting, therefore, reducing overcrowding in the Emergency Department. This increased access to primary care will ultimately increase access to quality care in the most appropriate cost-effective setting
Research Question
The intended purpose of this research proposal will examine the concept volume and acuity of patients seen in the Emergency Department. The following questions will be addressed. What measures can be implemented to reduce the overutilization of the ED yet offer the appropriate level of care for the patient? What barriers are associated with accessing sustained primary care?
Hypothesis
In order to improve outcomes, healthcare organizations must evaluate the feasibility of healthcare redesign related to the delivery of care. By restructuring how and where care is delivered will reduce the number of non-eme ...
MHA6999 SEMINAR IN HEALTHCARE CASES-- WEEK 2 LECTURE, DISCUSSION, DioneWang844
MHA6999 SEMINAR IN HEALTHCARE CASES-- WEEK 2 LECTURE, DISCUSSION, AND PROJECT INSTRUCTIONS
Page | 1
Quality
Nearly fifteen years ago, the Institute of Medicine published the “To Err Is Human” report, which exposed the substantial impact of medical errors in the US healthcare system and called for a dramatic system change, including an improved understanding of those errors (McCarthy, Tuiskula, Driscoll, & Davis, 2017). Medical errors are considered to be failure to achieve the original goal or plan of action, and these errors may range from a patient falls to a mistake in the operating room. Not only do medical errors cause harm to the patient and jeopardize the patient’s trust, but they also cause a financial strain for the health system (“To Err is Human,” 1999). One of the contributing factors to medical errors is the lack of effective communication between doctors who are treating the same patient. This results in healthcare providers overprescribing medications for patients as well as increases the possibility of a patient having unnecessary tests or procedures performed. The report’s four-tiered approach includes:
· Focusing on creating a stronger foundation of education on patient safety
· Mandating a nationwide reporting system to encourage timely reporting of errors
· Increasing the standards of performance for healthcare providers
· Taking advantage of the security that safety systems offer (“To Err is Human,” 1999)
Creating a strong educational foundation for patient safety is most important. Healthcare personnel are much more likely to actively participate in reporting systems, encourage one another to perform at a higher level, and take advantage of safety systems when they are well educated on patient safety and the implications of medical errors. The reporting system seems to provide the least amount of impact on patient safety as they can result in losing patient trust in certain healthcare systems. The healthcare system as a whole has made progress in establishing a safe environment for patients when they are in need of care.
Challenges for Patient Safety and Steps for Improvement
Despite continuing evidence of problems in patient safety and gaps between the care that patients receive and the evidence about what they should receive, efforts to improve quality in healthcare show mostly inconsistent and patchy results.
Tap each image to know more.
Data Collection and Monitoring Systems
This always takes much more time and energy than anyone anticipates. It is worth investing heavily in data from the outset. Assess local systems, train people, and have quality assurance.
Tribalism and Lack of Staff Engagement
Overcoming a perceived lack of ownership and professional or disciplinary boundaries can be very difficult. Clarify who owns the problem and solution, agree roles and responsibilities at the outset, work to common goals, and use shared language.
Convince People That There's a Problem
Use hard data to secure emotional e ...
March 2001I N S T I T U T E O F M E D I C I N E Shap.docxwkyra78
March 2001
I N S T I T U T E O F M E D I C I N E
Shaping the Future for Health
CROSSING THE QUALITY CHASM:
A NEW HEALTH SYSTEM FOR THE 21ST CENTURY
The U.S. health care delivery system does not provide consistent, high-quality medical care to all people. Americans should be able to count on receiving care that meets their needs and is based on the best scien
tific knowledge--yet there is strong evidence that this frequently is not the
case. Health care harms patients too frequently and routinely fails to deliver
its potential benefits. Indeed, between the health care that we now have and
the health care that we could have lies not just a gap, but a chasm.
A number of factors have combined to create this chasm. Medical sci
ence and technology have advanced at an unprecedented rate during the past
half-century. In tandem has come growing complexity of health care, which
today is characterized by more to know, more to do, more to manage, more to
watch, and more people involved than ever before. Faced with such rapid
changes, the nation’s health care delivery system has fallen far short in its
ability to translate knowledge into practice and to apply new technology
safely and appropriately. And if the system cannot consistently deliver to-
day’s science and technology, it is even less prepared to respond to the ex
traordinary advances that surely will emerge during the coming decades.
The public’s health care needs have changed as well. Americans are
living longer, due at least in part to advances in medical science and techno l
ogy, and with this aging population comes an increase in the incidence and
prevalence of chronic conditions. Such conditions, including heart disease,
diabetes, and asthma, are now the leading cause of illness, disability, and
death. But today’s health system remains overly devoted to dealing with
acute, episodic care needs. There is a dearth of clinical programs with the
multidisciplinary infrastructure required to provide the full complement of
services needed by people with common chronic conditions.
The health care delivery system also is poorly organized to meet the
challenges at hand. The delivery of care often is overly complex and uncoor
dinated, requiring steps and patient “handoffs” that slow down care and de-
crease rather than improve safety. These cumbersome processes waste re-
sources; leave unaccountable voids in coverage; lead to loss of information;
Faced with such
rapid changes, the
nation’s health care
delivery system has
fallen far short in its
ability to translate
knowledge into
practice and to ap
ply new technology
safely and appro
priately.
CARE SYSTEM
Supportive
payment and
regulatory en
vironment
Organizations
that facilitate
the work of
patient-
centered teams
High perform
ing patient-
centered teams
Outcomes:
• Safe
• Effective
• Efficient
• Personalized
• Timely
• Equitable
REDESIGN IMPERATIVES: SIX CHALLENGES
• Reeng.
S28 September-October 2016HASTINGS CENTER REPORTUndispu.docxWilheminaRossi174
S28 September-October 2016/HASTINGS CENTER REPORT
Undisputedly, the United States’ health care sys-
tem is in the midst of unprecedented complexi-
ty and transformation. In 2014 alone there were
well over thirty-five million admissions to hospitals in
the nation,1 indicating that there was an extraordinary
number of very sick and frail people requiring highly
skilled clinicians to manage and coordinate their com-
plex care across multiple care settings. Medical advances
give us the ability to send patients home more efficiently
than ever before and simultaneously create ethical ques-
tions about the balance of benefits and burdens associ-
ated with these advances. New treatments for cancer or
complex heart disease may prolong life until the disease
becomes irreversible while causing significant morbidity
that undermines functional status, independence, and
quality of life in ways that patients find unacceptable.
Some patients and families voice concerns about access
to treatments and about the quality and safety of the care
they or their loved ones receive.
Every day on every shift, nurses at the bedside feel
these pressures and the intense array of ethical issues that
they raise. A staggering 17.5 percent of trained nurses are
leaving their roles or the profession after less than one
year of service,2 and increasing levels of moral distress
and burnout contribute to their decisions.3 Meanwhile,
research supports the common-sense understanding that
patients and health care organizations fare better when
nurses are not harried, are supported in their work en-
vironments, and are able to practice high-quality, ethical
care.
At the same time, administrators, policy-makers, and
regulators struggle to balance commitments to patients,
families, staff members, and governing boards. Health
care organizations are compelled by laws, regulations,
and accrediting bodies to pursue externally reported
measures of effectiveness that can put their mission and
values at risk. While health care systems declare their
commitment to core ethical values, many clinicians
struggle to understand institutional priorities, budgets,
policies, and decisions seemingly inconsistent with their
values as professionals.
Increasingly clinicians find their ability to provide
compassionate care at odds with the intensifying focus
on matters such as clinical pathways aimed at standard-
izing care, cost-cutting efficiencies, electronic medical
records, and hospital policies and procedures.4 Arguably,
each of these have merit in the current system, but what
is not accounted for are the unintended consequences
of diverting attention from the core ethical values of the
professions. For example, the advent of the EMR requires
clinicians to focus on documentation rather than being
fully present during patient encounters. An emphasis on
clinical pathways increases the risk of reducing patient
symptoms and diseases to what fits a rote app.
Linking clinical workforce skill mix planning to health and health care dynamicsIme Asangansi, MD, PhD
Current health workforce planning methods are inadequate for the complexity of the task. Most approaches treat the workforce supply of individual health professions in isolation and avoid quantifying the impact of changes in skills mix, either planned or unplanned. The causes and consequences of task delegation and task substitution between or within health professions is particularly important in handling workforce shortages in developing countries and understanding and planning possible responses to both rapid catastrophic health demands and slower background trends in their social and political environment. As well as the contextual environment, interactions and delays in supplying and balancing health resources and configuring clinical services are required to address the geographic, profession-specific and quality imbalances. These supply side resources include knowledge and research, skills and attitudes of clinicians, buildings and equipment, medications and medical technologies, information and communications technologies and any other methods and models to improve the provision of clinical services. The interaction between demand
and supply could adjust for feedbacks of health services outcomes, policies and governance on population expectations, funding, political and social supports and explicitly link these to clinical workforce supply in a useful, rigorous and relevant tool. The challenge is capture the relevant essence of the dynamic complexity of health and healthcare for this purpose.
Discussion assignment & Instructions Below I need a mi.docxelinoraudley582231
Discussion assignment & Instructions
Below I need a minimum 100- word initial response to the Assignment question. Then, I need a
minimum of 50-word responses to TWO peers per their comments to the question below. Required a
minimum of 2 scholarly reference, one is the eBook attached. If you use any outside reference, cite APA
format. No plagiarism and 100% original work.
Assignment question: Describe and differentiate the roles of hospitals and nursing homes in providing long-
term care? Minimum 100- word initial response
Peer#1 Minimum of 50 words
Nursing homes are facilities that are licensed to provide that of short and long-term care to patients."
They are facilities that are specialized in caring for people that are not able to care for themselves such
as basic personal hygiene on there own, as well as Medicare pays substantially more for these services."
(Green, 2015, p. 27). Nursing homes usually specialize in caring for the elderly but there are cases when
a younger age group is cared for within a nursing home. A nursing home has nurses that are there to
treat the patients on a round the clock basis but doctors do not make rounds everyday in a nursing
home." Long-term care hospitals are facilities that patients are usually transferred to from a critical care
or an intensive care unit." (Green, 2015, p.30). These hospitals specialize in treating people who usually
have more than one or more serious conditions or that they need a hospital level of care for an
extended time but that the patient is expected to improve within a period of time are will be able to
then return home. "Also a requirement for Medicare reimbursement in a long-term hospital the
impatient length of stay has to be greater than that of 25 days but the average length of stay is right
around 30 days." (Competty & Rosenberg, 2016, p.12).
References:
Competty, Brad & Rosenberg, Jessica (2016). A Guide To Care Facilities. Retrieved from: https://www.a-
guide-to-care-facilities.com
Green, L.E. (2015). Nursing Home vs Long-Term Care. Retrieved from: https://www.lingtermcarelink.net
Peer#2 Minimum of 50 words
Hospitals may provide a wide variety of long-term care, ranging from skilled nursing and rehabilitation
services to less intensive long-term care. Hospital’s main focus has been acute care and health
education. Skilled nursing care involves medical and skilled nursing care, therapy, and social services
under the supervision of a licensed registered nurse on a 24-hour basis. Physical rehabilitation services
encompass a comprehensive array of restoration services for the disabled and all support services
necessary to help patients attain their maximum functional capacity. However, various types of hospital
specialize in long-term care, including categories of psychiatric, rehabilitation. Chronic disease,
orthopedics, and long term defined as an average length of stay of 23 days or more (Williams & Torrens,
2008).
Refe.
Preparing physicians for a future will likely look very different than things look today. Increasing costs, value-based payment models (e.g., PDGM), and personalized care (in the home) are all coming together to disrupt traditional health care ecosystems.
This presentation addresses:
- What's driving physician changes
- Physician burnout
- Evolving care model
- Technology advances
- Physician's changing roles
How do we see the healthcare's digital future and its impact on our lives?Jane Vita
"Healthcare is undergoing major changes spurred on by, but not limited to, technology.
Digitalisation is changing the way we think about health, what taking care of it really entails, our personal role in healthcare systems and the way we interact with technology in the context of health.
In many ways, we are entering a post-institutional age of increased personal responsibility, which presents healthcare service providers and other players in the field with major opportunities and great risks. Technology has the potential to empower people and help them become more active in the management of their and their families’ health. This will change the relationship of the patient and the caregiver in profound ways." Mirkka Länsisalo
A co-creation with Mirkka Läansisalo and Sala Heinänen, at Futurice.
Presentation given by Nalini Chandran, Director, The Sobha Academy on July 15,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: SCHOOL EDUCATION LEADERSHIP CONCLAVE: BUILDING VISIONARy SCHOOLS OF THE 21ST CENTURY
Presentation given by Rachna Swarup, Project Manager,Teacher Training, NIIT Limited on July 15,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: FROM CONVENTIONAL ASSESSMENT PRACTICES TO CONTINUOUS AND COMPREHENSIVE EVALUATION (CCE): A REVIEW OF BEST PRACTICES
Presentation given by Murli K S, CEO, 24×7 Guru on July 15,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: FROM CONVENTIONAL ASSESSMENT PRACTICES TO CONTINUOUS AND COMPREHENSIVE EVALUATION (CCE): A REVIEW OF BEST PRACTICES
Presentation given by Dr Kuldeep Agarwal, Director (Academics), National Institute of Open Schooling (NIOS) on July 15,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: FROM CONVENTIONAL ASSESSMENT PRACTICES TO CONTINUOUS AND COMPREHENSIVE EVALUATION (CCE): A REVIEW OF BEST PRACTICES
Presentation given by Mark Parkinson, Director, Shri Ram Schools on July 15,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: FROM CONVENTIONAL ASSESSMENT PRACTICES TO CONTINUOUS AND COMPREHENSIVE EVALUATION (CCE): A REVIEW OF BEST PRACTICES
Presentation given by Nagraj G Honnekeri, State Project Director, Sarva Shiksha Abhiyan, Goa on July 15,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: SCHOOL EDUCATION LEADERSHIP CONCLAVE: BUILDING VISIONARy SCHOOLS OF THE 21ST CENTURY
"Presentation given by Shraman Jha, Vice President, School Learning Solutions, NIIT Limited on July 15,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: UNIVERSALISATION OF SCHOOL EDUCATION: STRATEGIES FOR ACHIEVING MILLENNIUM DEVELOPMENT GOALS IN EDUCATION
"
Presentation given by Dr Melor Md yunus, Deputy Director of PERMATApintar National Gifted Centre, National University of Malaysia on July 15,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: UNIVERSALISATION OF SCHOOL EDUCATION: STRATEGIES FOR ACHIEVING MILLENNIUM DEVELOPMENT GOALS IN EDUCATION
"Presentation given by Dr Dinesh Kumar, Joint Commissioner, Kendriya Vidyalaya Sangathan (KVS) on July 15,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: IMPROVING GROSS ENROLLMENT RATIO AND MANAGING QUALITY IN HIGHER EDUCATION INSTITUTES: UNIVERSALISATION OF SCHOOL EDUCATION: STRATEGIES FOR ACHIEVING MILLENNIUM DEVELOPMENT GOALS IN EDUCATION
"
Presentation given by Veena Raizada, Head – Academics, NExT Education on July 14,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: CREATING EXCELLENCE IN SCHOOL EDUCATION: FUNDAMENTALS FOR POLICy MAKERS, PRACTITIONERS AND EDUCATIONISTS
"Presentation given byAmit Gupta, CEO, S Chand Group
Kalpesh Gajanand, GM, Mexus Education
on July 14,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: CREATING EXCELLENCE IN SCHOOL EDUCATION: FUNDAMENTALS FOR POLICy MAKERS, PRACTITIONERS AND EDUCATIONISTS"
Presentation given by Dr Anita Priyadarshini, Director, Distance Education Programme – SSA, Indira Gandhi National Open Universityon July 14,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: CREATING EXCELLENCE IN SCHOOL EDUCATION: FUNDAMENTALS FOR POLICy MAKERS, PRACTITIONERS AND EDUCATIONISTS
Presentation given by Dr Anjalee Prakash, CEO, Learning Links Foundation on July 14,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: CREATING EXCELLENCE IN SCHOOL EDUCATION: FUNDAMENTALS FOR POLICy MAKERS, PRACTITIONERS AND EDUCATIONISTS
"Presentation given by Son Kuswadi, Education Attache, Embassy of the Republic of Indonesia on July 14,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: LOCALISED LEARNING IN A GLOBALISED CONTExT: CAPACITy BUILDING, CONTENT AND TRAINING OF TRAINERS
"
Presentation given by Mr. Raj Grover, CEO, Rumi Education Ltd on July 14,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: FROM CONVENTIONAL ASSESSMENT PRACTICES TO CONTINUOUS AND COMPREHENSIVE EVALUATION (CCE): A REVIEW OF BEST PRACTICES
Presentation given by Mr. Manish Upadhyay, COO, EnglishEdge on July 14,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: LOCALISED LEARNING IN A GLOBALISED CONTExT: CAPACITy BUILDING, CONTENT AND TRAINING OF TRAINERS
Presentation given by Dr Thomas Christie, Director, Aga Khan University Examination Board on July 15,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the School Education Track: LOCALISED LEARNING IN A GLOBALISED CONTExT: CAPACITy BUILDING, CONTENT AND TRAINING OF TRAINERS
Presentation given by Prof K R Srivathsan, Pro Vice Chancellor, Indira Gandhi National Open University on July 13,2011 at WORLD EDUCATION SUMMIT (www.worldeducationsummit.net) in the Higher Education Track: OPEN UNIVERSITIES IN THE DIGITAL ERA (Special Session in association with Distance Education Council)
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
Anti ulcer drugs and their Advance pharmacology ||
Anti-ulcer drugs are medications used to prevent and treat ulcers in the stomach and upper part of the small intestine (duodenal ulcers). These ulcers are often caused by an imbalance between stomach acid and the mucosal lining, which protects the stomach lining.
||Scope: Overview of various classes of anti-ulcer drugs, their mechanisms of action, indications, side effects, and clinical considerations.
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
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
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.
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
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.
MANAGEMENT OF ATRIOVENTRICULAR CONDUCTION BLOCK.pdfJim Jacob Roy
Cardiac conduction defects can occur due to various causes.
Atrioventricular conduction blocks ( AV blocks ) are classified into 3 types.
This document describes the acute management of AV block.
3. Background Hospitals dominate health care in most parts of the world and for a variety of reasons, are likely to continue being a key factor in the overall performance of the health care system. Any effort to improve this performance must therefore, give greater hospital efficiency the highest priority. 8/27/2011 3
4.
5. And further it absorbs a vast proportion (50 to 80 %) of health budget; it is not people-oriented; its procedures and styles are inflexible; it overlooks the cultural aspects of illness (treating the disease without treating the patient); the treatment is expensive; it is intrinsically resistant to change, and so on. . . 8/27/2011 4
6. Background The relative isolation of hospitals from the broader health problems of the community, which has its roots in the historical development of health services, has contributed to the dominance of hospital model of health care. 8/27/2011 5
9. A very high proportion of the population in many developing countries including India, and especially in rural areas, do not have any access to health services, which can be used by only the privileged few and urban dwellers.8/27/2011 7
10. Introduction Although there is the recognition that health is a fundamental human right, there is a denial of this right to millions of people who are caught in the vicious circle of poverty and ill-health. In short, there has been a growing dissatisfaction with the existing health services and a clear demand for better health care. 8/27/2011 8
11.
12. Among many consequences, for example, syringes and surgical equipment are repeatedly used on different patients without adequate sterilization allowing spread of deadly infections among unsuspecting patients.8/27/2011 9
13.
14. Sweepers, medical technicians, nurses and even physicians have been reported to be absent for months at a time and have been referred as “ghost workers”.8/27/2011 10
15. A Case Study 8/27/2011 11
16.
17. As every person has his own opinion about these problems so a study was performed to analyse the reasons for the problems faced by patients.8/27/2011 12
18. Objective To assess the reasons for the problems faced by patients in the government hospitals to make an emphasis on higher authorities for identification of problems and implementation of effective measures. 8/27/2011 13
19.
20. Out of all the reasons listed, 84% doctors favored the reason of inadequate salary to doctors & paramedical staff by government.
21. While other two reasons favored by 80% doctors were lack of facilities and security for doctors and illiteracy and poverty of patients.8/27/2011 14
22.
23. Out of six reasons, "lack of facilities & security of doctors" was marked true by 80% of doctors. Other reasons were in the range of 30% to 60%.
24. The reasons for the problems related to doctors were four. Out of four reasons, "Inadequate salary to doctors and paramedical staff by government" was marked true by 84% of doctors. Other reasons were in the range of 30% to 50%.8/27/2011 15
25. Observations The reasons for the problems, related to patients, were three. Of these three reasons, "Illiteracy and poverty of patients are factors that create problems for them in government hospital" was marked true by 80% of doctors. Other reasons in a range of 30% to 60% . 8/27/2011 16
26. Conclusion This hospital based study showed that the causes were related mainly to hospital management, doctors' attitude and responsibility and also to patients' illiteracy and poverty. 8/27/2011 17
27. Changing Paradigm 8/27/2011 18
28.
29. Rising hospital management costs, an aging population, a shortage of healthcare workers, challenges in accessing services, timely availability of information, issues of safety and quality, and rising consumerism are some of the facts of today’s healthcare system. 8/27/2011 19
30. Changing Paradigm The industry has reached a point of chasm, where they need to decide how services could be delivered more effectively to reduce costs, improve quality, and extend reach. The critical questions facing the industry today include: 8/27/2011 20
31.
32. How can we provide care in a cost-efficient manner at a time when healthcare spending is rising; and
33. How do we most efficiently use our resources and support front-line staff in order to reduce medical errors and enhance quality of care.8/27/2011 21
34. Hospital Management Faces Many Challenges 8/27/2011 22
37. Look for opportunities to improve patient flow, treatment pathways, length-of-stay and case management based on leading practices. 8/27/2011 23
38. Hospital Management Faces Many Challenges Workforce shortages, especially in nursing and primary care, grow worse. Analyze staffing to learn how to use the workforce more efficiently. Train staff in change management and leading practices. Reduce staff turnover by facilitating and respecting their patient care responsibilities. 8/27/2011 24
39. Hospital Management Faces Many Challenges Aim is to reduce the overall cost of medical care—and improve patient satisfaction—by offering wellness programs, palliative care, and disease management. Evaluate such programs carefully, since their effectiveness in improving long-term costs or outcomes is difficult to measure. 8/27/2011 25
42. Use them to identify opportunities to streamline workflows, eliminate unneeded procedures and improve management of your supply chain and revenue cycle.
45. The Road Ahead An aging population and chronic illnesses are straining hospital management as much as nurses and doctors. The problem has been highly publicized, yet hospital management shortages are still a reality. What’s more, the shortage of nurses and doctors is putting additional strain on hospital management that is charged with filling those positions. 8/27/2011 28
46.
47. Recent studies demonstrate that about one third of facilities don’t have enough staff available, putting a dam in the flow of operations of hospital management.
48. Even if hospital management attracts the right talent to fill the shifts, turnover is a major issue in the healthcare industry, especially nursing staff. 8/27/2011 29
49.
50. Effectively designed enterprise wide risk management also enables the ability to provide transparency to key stakeholders, such as community boards, public authorities, government regulators and valued employees and patients.8/27/2011 30
51. My View Point 8/27/2011 31
52.
53. Making a commitment to becoming a risk resilient organization includes a rigorous assessment of an organizations current activities and their alignment with business processes and strategy. 8/27/2011 32
54.
55. Risk resilient organizations will have to ensure that traditional internal barriers are eliminated to ensure effective risk mitigation. 8/27/2011 33
56. My View Point Consumer choices, reimbursement restrictions and investments in information and medical technologies are squeezing already-slim operating margins. One can no longer stay competitive by delivering traditional models of patient care. 8/27/2011 34
61. It is the organization’s mission and reason for being.8/27/2011 35
62. Thank You !! 8/27/2011 36 “We face a challenge -- no matter how great -- because we know that on the other side there is always hope.”
63.
64. Many times the medical miracles in India lie in the fact that some patients actually survive their hospital stay. 8/27/2011 37
65. Introduction How can we help to implement this declaration, while at level of tertiary health care especially government hospitals, poor patients that are the major population of India, are still facing problems for obtaining proper facilities for their treatment ? 8/27/2011 38
66.
67. "Senior doctors including professors, who are paid meager salaries of up to 20,000 rupees a month, are involved in lucrative private practice in order to lead a decent life and thus have no time or drive to care for patients or mentor medical trainees.
68. Several physicians in the government hospitals solicit business and lure patients into seeing them in their private clinics.
69. Moreover, doctors charge fees for their services without following any particular fee schedule. Job dissatisfaction and stress among doctors affect the quality of health care.
70. Majority of doctors working at these teaching hospitals of Karachi had a poor satisfaction level and higher levels of job stress. This suggests that immediate steps should be taken for rectification.8/27/2011 39
71.
72. Patients usually don't observe the follow-up probably owing to overload in govt. hospital.
74. So measures should definitely be taken to improve the understanding, the importance of follow-ups and the doctor's advice.
75. The results of this study warrant a prompt corrective action by the all concerned. 8/27/2011 40
76.
77. All the doctors were asked questions related to the problems created by hospital management, due to the irresponsibility and concerns of the doctors and also due to the patients themselves. The responses were evaluated separately. 8/27/2011 41
78. Observations The study was conducted to deduce certain root causes of major problems. Though a vast variety of problems were considered, three most significant ones emerged drew full attention. The third query of the questionnaire which was regarding facilities and security of doctors was marked "true" by almost 80% responders, which is itself an indicator of still lasting fear regarding security probably due to killings of doctors in the recent past. 8/27/2011 42
79. Observations This should of course, be a main sector of concern for the higher authorities as no one can do their best until they feel adequately secured. As the questionnaire also focused on the facilities for doctors, 80% responders were dissatisfied with the current privileges. This shows that peace of mind is an important factor for efficient working. This can be acquired by improving the facilities provided. 8/27/2011 43
80. Observations Improving health services in poor communities might involve changing the incentive structure for public providers. Introducing incentives in the public sector is often difficult due to non-flexibility of civil service rules. Incentives as paying extra allowances for hardship posts have been implied in many countries. All mechanisms of incentives have their own risks and none of them is problem free. 8/27/2011 44
81.
82. This, indeed, reflects that doctors and paramedical staff are not satisfied or content with their current benefits rendered to them for their hard and diligent work.
83. The query elucidates that performance of doctors and paramedical staff can be enhanced by giving appropriate incentives to them. 8/27/2011 45
84. Case StudyThe Western Experience 8/27/2011 46
85.
86. Following are the results of the survey, which was sent to 1,275 hospital CEOs in October and November 2009, of whom 525, or 41 percent, responded.8/27/2011 47
87. Outcomes Financial challenges ranked No. 1 on the list of hospital CEOs’ top concerns in 2009, making it their No. 1 issue for the last five years, according to the American College of Healthcare Executives’ (ACHE) annual survey of top issues confronting hospital CEOs. 8/27/2011 48
88. Outcomes Within each of their three top issues, respondents identified specific concerns facing their hospital. Following are those concerns in order of importance for the top three issues identified in the survey: 8/27/2011 49
91. Care for the Uninsured (n=187) 8/27/2011 52 *This item was derived from written-in responses. Frequencies for this variable should be taken as an underestimate of perceived importance.
92. 1Starting in 2008, this issue comprises both patient safety and quality. In prior years, they were two unique issues.2In 2008 this issue was broadened and changed from “biodisaster” to “disaster” preparedness. 8/27/2011 53
93.
94. From inadequate reimbursement and productivity management to rising insurance costs and patient satisfaction concerns, recruiting hospital manager is becoming a greater and greater challenge.
95. Indeed, it’s not just nurses and doctors, but the hospital management that’s hard to come by these days. 8/27/2011 54
96.
97. Hospital management also entails quality compliance and patient safety, managing premium labor costs, revenue enhancement and governmental regulations and mandates.
98. Concepts like universal healthcare could complicate matters for hospital management, according to recent surveys.8/27/2011 55
99.
100. That would add to the already forecasted problems for hospital management. Hospital management is looking for strategies to stem the tide before it’s too late.8/27/2011 56
101. My View Point As they develop their response strategy and how to integrate it, they will need new methodologies, approaches and expertise than previously required. Competition is relentless and pressing. So are the demands from all quarters that you deliver better care for less money. 8/27/2011 57
102. Changing Paradigm These are just a few questions facing the industry. It looks bleak, but there’s hope. 8/27/2011 58
109. Changing Paradigm The management of medicines. The relationship with patients. Waste management within hospitals and medical centers. Financial management in hospitals. Health insurance. Medical staff facing bad practices and the law. 8/27/2011 60
110. Hospital Management Faces Many Challenges Hospital management is becoming increasingly difficult in today’s market. The demand is growing and the challenges are increasing. 8/27/2011 61
111. Hospital Management Faces Many Challenges Commercial payers are following the lead of the market & services in expanding the clinical scope and financial impact. Assess the benefits—and return on investment—of physician/hospital alignment strategies. 8/27/2011 62
112. The Road Ahead By integrating risk management, internal control and compliance systems, management decisions can be made with increased confidence and clarity. Risk-resilient organizations understand how to effectively align business processes to minimize compliance risks. 8/27/2011 63
115. So for example, billing compliance remediation leads to more patient revenue, and preparation for recovery audit contractor reviews leads to operational and quality improvements.8/27/2011 64
116.
117. As every person has his own opinion about these problems so a study was performed to analyse the reasons for the problems faced by patients, at Jinnah Postgraduate Medical Center, Karachi8/27/2011 65