Let us share with you our successes, impacts and performance over the past year. The Innovation Agency is proud to bring you our Annual Report for 2015/16.
Let us share with you our successes, impacts and performance over the past year. The Innovation Agency is proud to bring you our Annual Report for 2015/16.
Over recent years, acute hospital emergency care pathways have come under increasing pressure due to a variety of factors. The symptoms of this are often overcrowded A&E departments, overfull hospitals and sometimes a poor experience for patients and staff.
Supporting the NHS to tackle this is a priority for NHS IQ. We recognise that to do this requires a collaborative approach, to connect and work with partners from across the emergency care landscape to deliver targeted and tailored local support, along with large scale system-wide change in primary, community and secondary care.
Over recent years, acute hospital emergency care pathways have come under increasing pressure due to a variety of factors. The symptoms of this are often overcrowded A&E departments, overfull hospitals and sometimes a poor experience for patients and staff.
Supporting the NHS to tackle this is a priority for NHS IQ. We recognise that to do this requires a collaborative approach, to connect and work with partners from across the emergency care landscape to deliver targeted and tailored local support, along with large scale system-wide change in primary, community and secondary care.
Dr Liz Mear, Chief Executive of the Innovation Agency presented at NHS Confed 17 about the NHS’ role in growing local economies and how Academic Health and Science Networks (AHSNs) can generate economic growth in life sciences through their role as catalysts, connectors and collaborators by spreading innovation, advancing health technology and improving healthcare
Putting innovation into practice (NHS vs Widnes Vikings)Richard Harding
Where is the Front Door to the NHS?
How do we procure innovation and innovate procurement in Health?
What does health want?
How does an SME leverage Local Infrastructure
Presentation by Mike Kenny, Associate Commercial Director, Innovation Agency: The NHS Landscape at Excel in Health: understanding the NHS as a market place on Tuesday 26 February 2019 at Vanguard House, Daresbury.
Presentations by Mike Kenny, Acting Co-Director of Enterprise and Growth, Innovation Agency and Dr Neil Paul, a GP and Board Member with Cheshire East ICP at the Excel in Health: Understanding the NHS Landscape webinar on Wednesday 11 May 2022.
Presentation by Mike Kenny, Associate Commercial Director, Innovation Agency at the Health Sector Business Breakfast, 16 March at Northwich Memorial Court
Parallel Session: Many Voices, One Vision: The 2020 Workforce VisionNHSScotlandEvent2013
We all know that the demands for healthcare and the way it will be delivered will be very different in the future. The NHSScotland workforce will need to cope with growing demand for services and adapt to new ways of working. Improving patient care and our overall performance can only be done with the support of the workforce. This session looked ahead seven years at how we are going to make this happen, the support that staff will be given and the values that will guide this work.
See more on the 2013 NHSScotland Event website http://www.nhsscotlandevent.com/resources/resources2013/resources
NHSScotland is constantly striving to increase efficiency and productivity whilst improving quality and effectiveness. In this session, delegates heard directly from colleagues who have changed their systems to deliver more effective care and how they value difference and variation within the NHS, using evidence to affect change. Delegates also had the opportunity to see some real examples from various settings across NHSScotland where evidence-based practice has been used to change systems and processes and how this has made a difference to patient outcomes, experience and value.
See more on the 2013 NHSScotland Event website http://www.nhsscotlandevent.com/resources/resources2013/resources
Parallel Session: Collaborating to Give Every Child the Best StartNHSScotlandEvent2013
The Early Years Collaborative is the world’s first national, multiagency Quality Improvement Collaborative, working together across Scotland to give our children the best start in life. We have more work to do to ensure our efforts are safe and effective every time, for every child. This session highlighted this new and world-leading initiative and delegates were equipped with the information and tools to make their own contribution to the collaboration.
See more on the 2013 NHSScotland Event website http://www.nhsscotlandevent.com/resources/resources2013/resources
Parallel Session: Achieving the 2020 Vision with the Help of the Third SectorNHSScotlandEvent2013
Our third sector partners have a crucial role to play in NHSScotland. Their specialist expertise, their ability to engage with vulnerable groups and their flexible and innovative approaches are all at the forefront in their drive to deliver high-quality health and social care that supports people not just to stay well, but to enjoy independent living and active citizenship. In this session, delegates were introduced to some new third sector tools such as the ‘Engagement Matrix’ and a new third sector resource, using Community Benefit Clauses. Mo Girach from the NHS Alliance Social Enterprise Network also shared his views on the vital role of the third sector in health and social care.
See more on the 2013 NHSScotland Event website http://www.nhsscotlandevent.com/resources/resources2013/resources
Parallel Session: Engaging Patients: The New Blockbuster DrugNHSScotlandEvent2013
In this session, Maureen Bisognano, President and CEO of the Institute for Healthcare Improvement (IHI), shares the latest tools to engage patients and families in the care system. Many are calling person-centred care/patient engagement ‘the next blockbuster drug’ because of its powerful potential to produce the best outcomes while learning best practices.
See more on the 2013 NHSScotland Event website http://www.nhsscotlandevent.com/resources/resources2013/resources
Parallel Session: A Little Exercise a Day Keeps the Doctor AwayNHSScotlandEvent2013
You’ve probably heard the old saying ‘an apple a day keeps the doctor away’. Well, did you know that even a little light daily exercise actually keeps the doctor away? Not even our fickle weather or the midges can deter ill-health from visiting Scots earlier than in any other western European country. As a result we now must think and act differently, learning to create health alongside treating disease. This session offers clear solutions and an opportunity for all to get involved in the drive to achieve a more active and healthier Scotland. Delegates were invited to be the catalyst for change – by spreading the physical activity message throughout their work settings, by becoming more active themselves and by encouraging their families and friends to get active.
See more on the 2013 NHSScotland Event website http://www.nhsscotlandevent.com/resources/resources2013/resources
Parallel Session: Achieving High Quality, Financially Sustainable HealthcareNHSScotlandEvent2013
Achieving financially sustainable healthcare now and in the future is likely to mean changes to how and where people access services. This means that NHSScotland needs to consistently deliver high-quality care at a lower cost and against rising expectations and demand. This session investigates the current thinking and practice around the critical links between improving quality and delivering on efficiency. Professor Cam Donaldson, author of ‘Credit Crunch Healthcare’, challenges delegates on their thinking around ‘traditional’ delivery of efficiencies and how this can impact on improving quality. Sally Campbell from NHS North West England also describes the journey to delivering best value in HR services.
See more on the 2013 NHSScotland Event website http://www.nhsscotlandevent.com/resources/resources2013/resources
As Scotland’s society changes, so too must the nature and form of its public services. Integration of adult health and social care is a key part of the Scottish Government’s commitment to public service reform, and its success matters to everyone in Scotland. This session looks at different experiences so far in integrating services across Scotland, and challenges delegates to look beyond the vision at the practical realities to address this.
See more on the 2013 NHSScotland Event website http://www.nhsscotlandevent.com/resources/resources2013/resources
Keynote Session 5: Integrating Care in the Highland: Our Story So FarNHSScotlandEvent2013
Elaine Mead, Chief Executive, NHS Highland and Dr Adrian Baker, a GP in NHS Highland provide the background as to why they integrated health and social care services in their area and why they concluded that a radical structural reform was the way forward. They also explain some of the pre-work that they tested, the experience they gained from elsewhere, and where they are now. They also share some of the challenges that they faced and how they dealt with those things that they did not quite anticipate.
See more on the 2013 NHSScotland Event website http://www.nhsscotlandevent.com/resources/resources2013/resources
Maureen Bisognano, President and CEO, Institute for Health Care Improvement.
See more on the 2013 NHSScotland Event website http://www.nhsscotlandevent.com/resources/resources2013/resources
Gerry Marr, Chief Executive, NHS Tayside and Bernadette Malone, Chief Executive, Perth & Kinross Council describe the approach in Perth & Kinross focusing specifically on the organisational and cultural issues in delivering change in early years. The presenters describe the partnership approach to improvement with specific reference to the Early Years Collaboration and the Evidence2Success project with Dartington Social Research Centre.
See more on the 2013 NHSScotland Event website http://www.nhsscotlandevent.com/resources/resources2013/resources
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
ASA GUIDELINE
NYSORA Guideline
2 Case Reports of Gastric Ultrasound
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
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.
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
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
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
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.
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.
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
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.
2. Statement Of Intent For
Innovation In Health
• Health And Wealth In Scotland: Statement Of
Intent For Innovation In Health Basis For NHS-
Industry Engagement
• Launched By Cabinet Secretary for Health in June
2012 at this event
• Statement Was Put Together With Extensive
Industry Involvement – Government and NHS
Reached Out
• Early Days – But Already Significant Progress
3. Statement Of Intent For Innovation In Health
2020 Vision for Health and Care in Scotland:
We will have a world-leading healthcare service
where everyone is able to live longer and healthier
lives at home, or in a homely setting.
STATEMENT OF INTENT FOR INNOVATION IN
HEALTH
Life Sciences Scotland Strategy
Our ambition is to double the economic contribution
of Life Sciences to the Scottish economy by 2020.
4. Statement Of Intent For
Innovation In Health
Achieving the Quality Ambitions and
delivering the 20:20 Vision and the Life
Sciences Strategy requires innovation
and engagement with the life sciences
industries to help identify, develop and
adopt innovations that address the
quality challenges facing the NHS now
and in future.
5. Statement Of Intent For
Innovation In Health
• NHSScotland will build strategic partnerships with
life sciences businesses to make this happen.
• NHSScotland will extend its role as a driver for
growth in the life sciences and related health
industries and the wider economy in Scotland
through more effective use of innovation.
• NHSScotland will work in concert with others to
make sure that ‘Scotland PLC’ is competitive.
• Industry and research will pursue innovative
solutions that address identified future
requirements of NHSScotland.
6. Health Innovation Partnership
(Medical Technologies)
Already Starting To Happen
•The Health Innovation Partnership (Medical
Technologies)
•NHS and Industry working together to identify
mutual benefits – 11 projects so far
•Currently focused upon products at or near market
•Will increasingly look at next generation of
innovations – the real ‘Win-Wins
•Similar partnerships to develop in digital health
and medicines
7. HIP Ambitions
•Higher quality care and more effective and
efficient interventions
•Increased sustainability and efficiency for
NHSScotland’s services
•Life sciences products that have stronger market
potential because they are focussed upon the
needs of health services in Scotland and beyond.
•Industry and research will pursue innovative
solutions that address future requirements of
NHSScotland.
8. HIP Challenges
• Defining future needs for NHS and picking priorities
• Tackling barriers to adoption and spread of technology
• Getting NHS and business to move from current
pressures to future opportunities
• Interface between NHS and companies
• Procurement (NHS does not need every ‘innovative’
product on the market)
• Developing evidence on innovation through health
technology assessments
9. Health Innovation Partnership
(Medical Technologies)
Already some real examples of mutual benefit
from HIP (Medical Technologies)
• company getting told early by the NHS that its
technology idea isn’t needed!
• company being told that if its device could do
a different task instead of or as well as the
initial idea, then it would be much more
useful
10. Health Innovation Partnership
(Medical Technologies)
But if
• a company is told that the NHS really needs
its idea;
• clinicians then get involved with trials
• real partnership evolves as a result
that can transform its investment and
commercial potential as a business! (as well as
deliver a benefit to NHS)
11. Health Innovation Partnership
(Medical Technologies)
Company Application
Alba BioScience Automated Blood Typing
Anacail Ozone based Sterilisation Technology
Cytosystems Bladder Cancer Diagnostics
Lamellar BioMedical Mimicry of human lamellar bodies
Omega Critical Care Invasive Heart Monitor
Point-2-Point Genomics Fast PCR Multiplexing
Softcell Tissue Monitoring
Toshiba (TMVSE) Access to radiological reading rooms
Touch Bionics Scottish Evaluation of bionic hand
UWI Time sensitive label technology
12. Health Innovation Partnership
(Medical Technologies)
Example – Lamellar Biomedical
• 3 planned clinical trials with lead product LMS 611
• Working with clinicians at
– The Beatson West of Scotland cancer Centre
– Vision Sciences at Glasgow Caledonian University
– Adult CF clinic at the Gartnavel Hospital
• Support of key opinion leaders crucial in raising funds
• Possibility exists to create clinical and commercial success
in Scotland
• NHS Scotland can become a competitive advantage cf the
Mayo Clinic, Memorial Sloane Kettering and Fred
Hutchinson in the US