Event: NHS: Not for Sale
Date: 20th October 2011
Venue: Newcastle University
Dr Clive Peedell, Prof. John Spencer, Prof. Wendy Savage and Pete Campbell explain the history of politics with the NHS, the repercussions of the Health and Social Care BIll, how it will affect the NHS and what we can do to fight to keep our nhs public.
Respiratory futures webinar: Pre-election healthcare policy special whats on ...Respiratory Futures
The document discusses healthcare policy and politics in the lead up to the UK general election. It provides an overview of the major parties' healthcare platforms, compares their stances on issues like funding and private sector involvement. It also analyzes polling data and predicts that the next government will be a Conservative majority or minority government, possibly with support from unionist parties in Northern Ireland. This would likely mean continued emphasis on integration with social care and multiple healthcare providers.
The document contains responses from three political candidates - Alan Mak (Conservative), Tim Dawes (Green Party), and Dr. Graham Giles (Labour Party) - to questions posed by the Hayling Island Group regarding various policy issues.
The candidates provide differing views on issues such as the efficiency of public vs private sector provision, employment trends, constitutional reform following Scottish devolution, and engaging first-time voters. Alan Mak argues for a smaller but smarter public sector and English votes for English laws. Tim Dawes advocates for more employee-owned and mutual enterprises, as well as a more federal system. Dr. Graham Giles' response is not fully provided.
Monopoly _ Monopolistic Competition Presentation_finalAlison Burke, MBA
The health care market in Western Pennsylvania is segmented into monopoly and monopolistic competition structures. UPMC dominates advanced and unique services, representing a monopoly, while basic community hospital services exhibit monopolistic competition among independent, UPMC, and AHN hospitals. Demand for health care may rise slightly due to inelastic prices and Affordable Care Act coverage expansion, though the population is declining. Supply factors like government oversight of UPMC-Highmark agreements, AHN's financial losses, and UPMC's financial strength will impact how monopoly and competition are sustained in the future.
The document discusses the history of government regulation of markets in the US. It explains that regulation first began in response to large monopolistic corporations and unsafe food/drugs. Regulation expanded greatly during the New Deal in response to the Great Depression. The document then focuses on telecommunications deregulation in the 1980s and 1990s. It analyzes the impacts and challenges of deregulating regional telecom monopolies and allowing more competition.
This document discusses ways to improve efficiency in the Australian public sector. It analyzes the effectiveness of the "efficiency dividend," which cuts agency funding each year. While costs have risen significantly, the efficiency dividend has failed to curb spending growth or drive efficiencies. It is also a blunt tool that does not address ineffective programs. The document recommends two alternative approaches: 1) Increase competitive pressures through greater private sector involvement or competitive contracting of public services. 2) Conduct regular independent reviews of agency functions and programs to cull inefficient operations and identify areas for improvement. This would require better performance measurement across government services.
1) The first edition of the York Politics Review magazine has been published, featuring articles written by students and academics on various political topics.
2) The magazine was created by the York Politics Society to encourage more informal political debate and interaction between students and the politics department.
3) The founders hope to expand the magazine over time to become a bi-termly publication that attracts high-quality contributions.
The document summarizes Senator Anita Yeckel's newsletter covering several topics from the legislative session:
- The governor vetoed a bill that would have created a small business regulatory fairness board, showing unwillingness to work with the legislature.
- Legislation was passed to modernize banking laws and generate $30 million for the state from unclaimed insurance payouts.
- A new law aims to curb the spread of methamphetamine by restricting pseudoephedrine purchases.
- Election reform legislation was passed to comply with federal law and qualify for $76 million in election funding.
Respiratory futures webinar: Pre-election healthcare policy special whats on ...Respiratory Futures
The document discusses healthcare policy and politics in the lead up to the UK general election. It provides an overview of the major parties' healthcare platforms, compares their stances on issues like funding and private sector involvement. It also analyzes polling data and predicts that the next government will be a Conservative majority or minority government, possibly with support from unionist parties in Northern Ireland. This would likely mean continued emphasis on integration with social care and multiple healthcare providers.
The document contains responses from three political candidates - Alan Mak (Conservative), Tim Dawes (Green Party), and Dr. Graham Giles (Labour Party) - to questions posed by the Hayling Island Group regarding various policy issues.
The candidates provide differing views on issues such as the efficiency of public vs private sector provision, employment trends, constitutional reform following Scottish devolution, and engaging first-time voters. Alan Mak argues for a smaller but smarter public sector and English votes for English laws. Tim Dawes advocates for more employee-owned and mutual enterprises, as well as a more federal system. Dr. Graham Giles' response is not fully provided.
Monopoly _ Monopolistic Competition Presentation_finalAlison Burke, MBA
The health care market in Western Pennsylvania is segmented into monopoly and monopolistic competition structures. UPMC dominates advanced and unique services, representing a monopoly, while basic community hospital services exhibit monopolistic competition among independent, UPMC, and AHN hospitals. Demand for health care may rise slightly due to inelastic prices and Affordable Care Act coverage expansion, though the population is declining. Supply factors like government oversight of UPMC-Highmark agreements, AHN's financial losses, and UPMC's financial strength will impact how monopoly and competition are sustained in the future.
The document discusses the history of government regulation of markets in the US. It explains that regulation first began in response to large monopolistic corporations and unsafe food/drugs. Regulation expanded greatly during the New Deal in response to the Great Depression. The document then focuses on telecommunications deregulation in the 1980s and 1990s. It analyzes the impacts and challenges of deregulating regional telecom monopolies and allowing more competition.
This document discusses ways to improve efficiency in the Australian public sector. It analyzes the effectiveness of the "efficiency dividend," which cuts agency funding each year. While costs have risen significantly, the efficiency dividend has failed to curb spending growth or drive efficiencies. It is also a blunt tool that does not address ineffective programs. The document recommends two alternative approaches: 1) Increase competitive pressures through greater private sector involvement or competitive contracting of public services. 2) Conduct regular independent reviews of agency functions and programs to cull inefficient operations and identify areas for improvement. This would require better performance measurement across government services.
1) The first edition of the York Politics Review magazine has been published, featuring articles written by students and academics on various political topics.
2) The magazine was created by the York Politics Society to encourage more informal political debate and interaction between students and the politics department.
3) The founders hope to expand the magazine over time to become a bi-termly publication that attracts high-quality contributions.
The document summarizes Senator Anita Yeckel's newsletter covering several topics from the legislative session:
- The governor vetoed a bill that would have created a small business regulatory fairness board, showing unwillingness to work with the legislature.
- Legislation was passed to modernize banking laws and generate $30 million for the state from unclaimed insurance payouts.
- A new law aims to curb the spread of methamphetamine by restricting pseudoephedrine purchases.
- Election reform legislation was passed to comply with federal law and qualify for $76 million in election funding.
- The document discusses the history and reforms of the British National Health Service (NHS) over several decades under both Conservative and Labour governments. It describes the founding principles of the NHS and the initial problems it faced.
- Major reforms were introduced in the late 20th century to address rising costs and waiting times, including introducing internal markets, increasing the role of private providers, and giving patients more choice.
- From 1997 onward, large investments were made alongside further reforms to liberalize supply and empower demand, such as expanding the independent sector, setting national standards, and increasing patient information and choice. However, health spending decisions remained controversial.
This document discusses reforms to the NHS from 2010 onward including:
1. The 2010 White Paper proposed giving GPs responsibility for commissioning and abolishing PCTs and SHAs to reduce management costs.
2. Responses from medical groups expressed concerns about risks of GP commissioning and privatization.
3. A House of Commons committee report recommended changes like broadening commissioning groups and ensuring public accountability and integration of services.
4. In response, the government committed to wider clinical involvement, stronger protections against a market system, and greater choice for patients while pursuing evolution over revolution of the NHS.
The document discusses the state of the NHS after the 2010 UK general election. It summarizes the key health policies of the new Conservative-Liberal Democrat coalition government, the previous New Labour government, and the Conservative and Liberal Democrat opposition parties. It notes that the coalition government has introduced significant reforms through the "Equity and Excellence" white paper, including abolishing Primary Care Trusts and Strategic Health Authorities and establishing independent GP commissioning consortia. It also discusses the financial challenges facing the NHS from austerity measures and the need to make substantial efficiency savings.
Healthcare Reform in England - Prof Antony SheehanJP Rajendran
This document summarizes the history and reforms of the UK's National Health Service (NHS). It discusses how the NHS was established in 1948 to provide free healthcare. It went through various reforms in the 1970s, 1990s, and 2000s focused on increasing efficiency and choice. The current Coalition government has dramatically changed the commissioning system by giving new roles to local governments and GPs. The document reflects on lessons for policymakers around engaging frontline staff, balancing incentives, and focusing on gradual improvement over time.
The NHS was established in 1948 to provide universal healthcare free at the point of delivery. However, it now faces a funding problem due to rising demands from a growing and aging population, as well as increased rates of preventable illnesses. Private healthcare also results in market failures like negative externalities and inequality. Proposed solutions include increasing government spending, improving NHS efficiency, introducing small user fees, and expanding private partnerships, but each has drawbacks. Overall, modest user fees combined with efficiency measures seem the best approach, while keeping healthcare largely state-run.
The document discusses the concept of a welfare state and Britain's national healthcare system, the NHS. It explains that Britain adopted a welfare state model after WWII to provide basic services like healthcare for all citizens. The NHS was created in 1948 as part of this welfare system. It then discusses challenges like rising costs and an aging population that have led the government to manage spending, increase efficiency through privatization and personal responsibility, and focus on quality of service through various NHS improvement plans.
This document proposes an "asset-based" approach to reforming the UK's National Health Service (NHS) that recognizes patients and frontline staff as underutilized assets. It argues the prevailing consumer model views patients only as recipients of healthcare products and services, ignoring opportunities for greater participation. An asset-based approach like "co-production", used in the US, could engage patients and communities to help address structural problems in the NHS and curb rising costs from passive, deferential relationships between providers and recipients of care.
The document summarizes the evolution of England's National Health Service (NHS) from 1978 to the present, including the increasing marketization and privatization of the system over time. It notes that in 1978, the NHS provided comprehensive free care to patients with salaried hospital doctors and community care staff. However, beginning in the 1980s, hospital management was transferred to private managers, funding was dispersed to local purchasers who contracted with providers, and hospitals took on business-like targets. More recently, payment has been based on individual treatments, more services have been outsourced to private providers, and the system is moving toward an insurance-based model like the US. The document argues this privatization has undermined the
The document analyzes and summarizes the main UK political parties' plans for health care, including the Conservatives pledging more funding and resources for the NHS, Labour promising £30 billion in extra NHS funding, and the Greens and Lib Dems advocating for an publicly funded healthcare system free at the point of access. It also notes experts believe the NHS will have to do more with less funding and resources due to increasing costs and demand.
The document discusses threats facing the UK's National Health Service (NHS) and proposes a new model to safeguard it for the next 50 years. Key points:
1) Constant political reforms have undermined the NHS without proper implementation plans or costing. A new NHS Statute Board is proposed to oversee the NHS as a long-term investment based on evidence and public experience.
2) A local levy and elected local NHS directors could boost local ownership and accountability.
3) The new model aims to uphold Aneurin Bevan's founding values of the NHS while creating a modern system through improved coordination, public participation, and focus on prevention over political ideology.
The document discusses how market-based policies have been introduced into the English NHS due to the influence of neoliberal ideology over the past 30 years. It argues that New Labour abandoned social democracy and adopted a form of Thatcherism in order to appease global financial markets. This has led the NHS to open up to market forces and privatization despite evidence that markets fail in healthcare provision. The document supports the BMA's campaign against the increasing marketization of the NHS.
Jan-Kees Helderman on NHS reform - a Dutch perspective The King's Fund
Jan-Kees Helderman, assistant professor in Comparative Governance and Public Policy at Radbouyd University Nijmegan, outlines how the Dutch health care system operates and reflects on the English health reforms.
The document discusses whether market forces can make the NHS more efficient. It defines efficiency as using resources effectively to meet health needs. Market forces rely on competition and self-interest to allocate resources efficiently via price signals. However, the document argues that healthcare is unsuitable for a free market due to issues like asymmetric information between patients and providers, difficulty measuring quality, supplier-induced demand, and market failure. The document examines evidence that introducing market mechanisms in other countries and the US increased costs and inequitable access without improving quality. It concludes that market forces cannot make the NHS more efficient.
Snapshot survey of health leaders on nhs reformNuffield Trust
The document summarizes the results of a survey of 53 health leaders on their views of recent NHS reforms in the UK. Key findings included that most respondents felt NHS quality had stayed the same over the past 3 years, and that developing integrated care should be the top priority for the NHS in the next decade. However, respondents were more skeptical about whether the reforms would achieve efficiency savings and increase accountability as intended.
This document provides a timeline and overview of the value-based pricing policy proposed in the UK from 2007-2015. It summarizes that the policy faced political challenges due to changes in government and an ambitious but inexperienced health minister. It also faced challenges due to an ambiguous definition and claims that contradicted evidence. The policy risked clashes between market values and NHS values. Overall, the attempt to implement value-based pricing faced many difficulties and was ultimately shelved due to a lack of agreement.
The document discusses a report on the healthcare market that a government employee is preparing for their country. It provides context on healthcare challenges faced by aging populations and increasing costs. The employee is considering privatizing healthcare by having individuals pay providers directly. Their report will use economic terms to analyze demand, supply, market failures and government interventions in healthcare markets. It will draw on examples from the UK and other sources to make policy recommendations.
Integrating Ayurveda into Parkinson’s Management: A Holistic ApproachAyurveda ForAll
Explore the benefits of combining Ayurveda with conventional Parkinson's treatments. Learn how a holistic approach can manage symptoms, enhance well-being, and balance body energies. Discover the steps to safely integrate Ayurvedic practices into your Parkinson’s care plan, including expert guidance on diet, herbal remedies, and lifestyle modifications.
- The document discusses the history and reforms of the British National Health Service (NHS) over several decades under both Conservative and Labour governments. It describes the founding principles of the NHS and the initial problems it faced.
- Major reforms were introduced in the late 20th century to address rising costs and waiting times, including introducing internal markets, increasing the role of private providers, and giving patients more choice.
- From 1997 onward, large investments were made alongside further reforms to liberalize supply and empower demand, such as expanding the independent sector, setting national standards, and increasing patient information and choice. However, health spending decisions remained controversial.
This document discusses reforms to the NHS from 2010 onward including:
1. The 2010 White Paper proposed giving GPs responsibility for commissioning and abolishing PCTs and SHAs to reduce management costs.
2. Responses from medical groups expressed concerns about risks of GP commissioning and privatization.
3. A House of Commons committee report recommended changes like broadening commissioning groups and ensuring public accountability and integration of services.
4. In response, the government committed to wider clinical involvement, stronger protections against a market system, and greater choice for patients while pursuing evolution over revolution of the NHS.
The document discusses the state of the NHS after the 2010 UK general election. It summarizes the key health policies of the new Conservative-Liberal Democrat coalition government, the previous New Labour government, and the Conservative and Liberal Democrat opposition parties. It notes that the coalition government has introduced significant reforms through the "Equity and Excellence" white paper, including abolishing Primary Care Trusts and Strategic Health Authorities and establishing independent GP commissioning consortia. It also discusses the financial challenges facing the NHS from austerity measures and the need to make substantial efficiency savings.
Healthcare Reform in England - Prof Antony SheehanJP Rajendran
This document summarizes the history and reforms of the UK's National Health Service (NHS). It discusses how the NHS was established in 1948 to provide free healthcare. It went through various reforms in the 1970s, 1990s, and 2000s focused on increasing efficiency and choice. The current Coalition government has dramatically changed the commissioning system by giving new roles to local governments and GPs. The document reflects on lessons for policymakers around engaging frontline staff, balancing incentives, and focusing on gradual improvement over time.
The NHS was established in 1948 to provide universal healthcare free at the point of delivery. However, it now faces a funding problem due to rising demands from a growing and aging population, as well as increased rates of preventable illnesses. Private healthcare also results in market failures like negative externalities and inequality. Proposed solutions include increasing government spending, improving NHS efficiency, introducing small user fees, and expanding private partnerships, but each has drawbacks. Overall, modest user fees combined with efficiency measures seem the best approach, while keeping healthcare largely state-run.
The document discusses the concept of a welfare state and Britain's national healthcare system, the NHS. It explains that Britain adopted a welfare state model after WWII to provide basic services like healthcare for all citizens. The NHS was created in 1948 as part of this welfare system. It then discusses challenges like rising costs and an aging population that have led the government to manage spending, increase efficiency through privatization and personal responsibility, and focus on quality of service through various NHS improvement plans.
This document proposes an "asset-based" approach to reforming the UK's National Health Service (NHS) that recognizes patients and frontline staff as underutilized assets. It argues the prevailing consumer model views patients only as recipients of healthcare products and services, ignoring opportunities for greater participation. An asset-based approach like "co-production", used in the US, could engage patients and communities to help address structural problems in the NHS and curb rising costs from passive, deferential relationships between providers and recipients of care.
The document summarizes the evolution of England's National Health Service (NHS) from 1978 to the present, including the increasing marketization and privatization of the system over time. It notes that in 1978, the NHS provided comprehensive free care to patients with salaried hospital doctors and community care staff. However, beginning in the 1980s, hospital management was transferred to private managers, funding was dispersed to local purchasers who contracted with providers, and hospitals took on business-like targets. More recently, payment has been based on individual treatments, more services have been outsourced to private providers, and the system is moving toward an insurance-based model like the US. The document argues this privatization has undermined the
The document analyzes and summarizes the main UK political parties' plans for health care, including the Conservatives pledging more funding and resources for the NHS, Labour promising £30 billion in extra NHS funding, and the Greens and Lib Dems advocating for an publicly funded healthcare system free at the point of access. It also notes experts believe the NHS will have to do more with less funding and resources due to increasing costs and demand.
The document discusses threats facing the UK's National Health Service (NHS) and proposes a new model to safeguard it for the next 50 years. Key points:
1) Constant political reforms have undermined the NHS without proper implementation plans or costing. A new NHS Statute Board is proposed to oversee the NHS as a long-term investment based on evidence and public experience.
2) A local levy and elected local NHS directors could boost local ownership and accountability.
3) The new model aims to uphold Aneurin Bevan's founding values of the NHS while creating a modern system through improved coordination, public participation, and focus on prevention over political ideology.
The document discusses how market-based policies have been introduced into the English NHS due to the influence of neoliberal ideology over the past 30 years. It argues that New Labour abandoned social democracy and adopted a form of Thatcherism in order to appease global financial markets. This has led the NHS to open up to market forces and privatization despite evidence that markets fail in healthcare provision. The document supports the BMA's campaign against the increasing marketization of the NHS.
Jan-Kees Helderman on NHS reform - a Dutch perspective The King's Fund
Jan-Kees Helderman, assistant professor in Comparative Governance and Public Policy at Radbouyd University Nijmegan, outlines how the Dutch health care system operates and reflects on the English health reforms.
The document discusses whether market forces can make the NHS more efficient. It defines efficiency as using resources effectively to meet health needs. Market forces rely on competition and self-interest to allocate resources efficiently via price signals. However, the document argues that healthcare is unsuitable for a free market due to issues like asymmetric information between patients and providers, difficulty measuring quality, supplier-induced demand, and market failure. The document examines evidence that introducing market mechanisms in other countries and the US increased costs and inequitable access without improving quality. It concludes that market forces cannot make the NHS more efficient.
Snapshot survey of health leaders on nhs reformNuffield Trust
The document summarizes the results of a survey of 53 health leaders on their views of recent NHS reforms in the UK. Key findings included that most respondents felt NHS quality had stayed the same over the past 3 years, and that developing integrated care should be the top priority for the NHS in the next decade. However, respondents were more skeptical about whether the reforms would achieve efficiency savings and increase accountability as intended.
This document provides a timeline and overview of the value-based pricing policy proposed in the UK from 2007-2015. It summarizes that the policy faced political challenges due to changes in government and an ambitious but inexperienced health minister. It also faced challenges due to an ambiguous definition and claims that contradicted evidence. The policy risked clashes between market values and NHS values. Overall, the attempt to implement value-based pricing faced many difficulties and was ultimately shelved due to a lack of agreement.
The document discusses a report on the healthcare market that a government employee is preparing for their country. It provides context on healthcare challenges faced by aging populations and increasing costs. The employee is considering privatizing healthcare by having individuals pay providers directly. Their report will use economic terms to analyze demand, supply, market failures and government interventions in healthcare markets. It will draw on examples from the UK and other sources to make policy recommendations.
Integrating Ayurveda into Parkinson’s Management: A Holistic ApproachAyurveda ForAll
Explore the benefits of combining Ayurveda with conventional Parkinson's treatments. Learn how a holistic approach can manage symptoms, enhance well-being, and balance body energies. Discover the steps to safely integrate Ayurvedic practices into your Parkinson’s care plan, including expert guidance on diet, herbal remedies, and lifestyle modifications.
Local Advanced Lung Cancer: Artificial Intelligence, Synergetics, Complex Sys...Oleg Kshivets
Overall life span (LS) was 1671.7±1721.6 days and cumulative 5YS reached 62.4%, 10 years – 50.4%, 20 years – 44.6%. 94 LCP lived more than 5 years without cancer (LS=2958.6±1723.6 days), 22 – more than 10 years (LS=5571±1841.8 days). 67 LCP died because of LC (LS=471.9±344 days). AT significantly improved 5YS (68% vs. 53.7%) (P=0.028 by log-rank test). Cox modeling displayed that 5YS of LCP significantly depended on: N0-N12, T3-4, blood cell circuit, cell ratio factors (ratio between cancer cells-CC and blood cells subpopulations), LC cell dynamics, recalcification time, heparin tolerance, prothrombin index, protein, AT, procedure type (P=0.000-0.031). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and N0-12 (rank=1), thrombocytes/CC (rank=2), segmented neutrophils/CC (3), eosinophils/CC (4), erythrocytes/CC (5), healthy cells/CC (6), lymphocytes/CC (7), stick neutrophils/CC (8), leucocytes/CC (9), monocytes/CC (10). Correct prediction of 5YS was 100% by neural networks computing (error=0.000; area under ROC curve=1.0).
TEST BANK For Community Health Nursing A Canadian Perspective, 5th Edition by...Donc Test
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8 Surprising Reasons To Meditate 40 Minutes A Day That Can Change Your Life.pptxHolistified Wellness
We’re talking about Vedic Meditation, a form of meditation that has been around for at least 5,000 years. Back then, the people who lived in the Indus Valley, now known as India and Pakistan, practised meditation as a fundamental part of daily life. This knowledge that has given us yoga and Ayurveda, was known as Veda, hence the name Vedic. And though there are some written records, the practice has been passed down verbally from generation to generation.
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
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
ABDOMINAL TRAUMA in pediatrics part one.drhasanrajab
Abdominal trauma in pediatrics refers to injuries or damage to the abdominal organs in children. It can occur due to various causes such as falls, motor vehicle accidents, sports-related injuries, and physical abuse. Children are more vulnerable to abdominal trauma due to their unique anatomical and physiological characteristics. Signs and symptoms include abdominal pain, tenderness, distension, vomiting, and signs of shock. Diagnosis involves physical examination, imaging studies, and laboratory tests. Management depends on the severity and may involve conservative treatment or surgical intervention. Prevention is crucial in reducing the incidence of abdominal trauma in children.
- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- 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
Does Over-Masturbation Contribute to Chronic Prostatitis.pptxwalterHu5
In some case, your chronic prostatitis may be related to over-masturbation. Generally, natural medicine Diuretic and Anti-inflammatory Pill can help mee get a cure.
share - Lions, tigers, AI and health misinformation, oh my!.pptxTina Purnat
• Pitfalls and pivots needed to use AI effectively in public health
• Evidence-based strategies to address health misinformation effectively
• Building trust with communities online and offline
• Equipping health professionals to address questions, concerns and health misinformation
• Assessing risk and mitigating harm from adverse health narratives in communities, health workforce and health system
Here is the updated list of Top Best Ayurvedic medicine for Gas and Indigestion and those are Gas-O-Go Syp for Dyspepsia | Lavizyme Syrup for Acidity | Yumzyme Hepatoprotective Capsules etc
6. Fifteen major reorganisations of health and social care in last 30 years " We trained very hard, but it seemed that every time we were beginning to form up into teams we would be reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing--it can be a wonderful method of creating the illusion of progress while creating confusion, inefficiency and demoralisation ." Attributed to Gaius Petronius Arbiter (c AD 60)
10. British Medical Association, most Royal Colleges, health unions, academics, policy analysts etc etc The public e.g. 38 Degrees’ petition to House of Lords ½ million signatures
14. Barbara Starfield (1932 – 2011) Johns Hopkins University Health systems with strong primary care have better health outcomes. e.g. Cuba versus United States
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19. The Health and Social Care Bill: The end of democracy and the NHS? Wendy Savage MBBCh(Cantab) FRCOG MSc (Public Health) Hon DSc Co-chair KONP NrthEast KONP 20.10.11
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35. As Aneurin Bevan said of the NHS: "It will survive as long as there are folk left with the faith to fight for it".
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39. The Politics of NHS marketisation and privatisation Dr Clive Peedell Consultant Clinical Oncologist James Cook University Hospital, Middlesbrough DOI: Co-Chair NHS Consultants’ Association Member BMA Council and Political Board
61. “ Only a dunce could believe that market based reform will improve efficiency or effectiveness” Woolhandler/Himmelstein BMJ 2007 So why have so many countries, including England, gone down this route? It’s the economy, stupid!.......and Politics and Philosophy
The NHS Consultants association is a group of about 750 doctors who believe in the NHS and on the whole do not do private practice. NHS Support Federation was started in 1992 after Working for Patients’- Kenneth Clark’s introduction of the purchaser provider split and the internal market by Professor Harry Keen.. Health Emergency was started 25 years ago by John Lister as London Health Emergency . He did his PhD on global health reform and published a book based on this. He has been a tireless campaigner for improved health services Visit our website. which has a round-up of news stories, policy documents and names of those who have signed the launch statement up joining form . John has just put a video of a lecture on there and there is also a clip from Spin Watch about the lobbying activiites of the health care industry. We started the organisation because we were so worried about the covert privatisation that was going on within the NHS. In 2003 the Commercial Directorate was set up in the Department of Health (DH) heade d by Ken Anderson who had worked in Texas and then for Amey a Biriish company specialising in services for the public sector He left to work for a Swiss bank specialising in Health investments in ?date. He was replaced by Channinng Wheeler from United health in the US who left in 2008. Questions were raised about f stock dealings whilst he was at UH when he was appointed and it was thought he had left to spend more time with his lawyers. According to the D this was to spend more time with his family…… The Commerciai Directorate closed in 2010
We are not aligned to any political party and with our small budget have been quite successful n getting the message across to the media and to parts of the public. We have active groups in many parts of the country. We believe that it is important that NHS services are provided by NHS staff and that the NHS does not just become a logo.
Nobody could disagree with Lansley’s aims but it does not need this massive re-organisation-not in the party’s manifestos or the coalition agreement - sweeping away the entire adminiistrative infrastructure. Proms or patient reported outcome measures are still in their infancy and whiclt research goes on it is hard to see how these can be used to make contracts
SHAs are responsible for planning services for a region and monitoring Primary Care Trusts (PCTs. According to a letter I have just had from Tim Farron ‘This is not particularly controversial given that they waste money doing work which the central Department of Health should be doing. PCTs commission (ie purchase) services and oversee GPs and have 140 statutory functions. The new National Commissioning Board (NCB) appears to be a super quango, members appointed by the Secretary of State not by advertisement and open competition and the six non-executive members then appoint the executive members. No mention of job descriptions or competencies for this powerful body .They will hold consortia to account, commission specialised services and nonmedical services like dentistry and pay for general practitioners (GPs) and be responsible for practice standards. They are supposed to do all this centrally. The Chief Executive has already been appointed before the Bill has been debated in the House of Commons-is this democratic? GPs forced into consortia which can be as small as two practices and the only requirement is that they write a constitution and have an accountable officer. They do not have to meet in public or publish minutes or involve the public or public health or hospital or mental health professionals. They will be rewarded for ‘doing well’ according to the NCB. They are given government (ie tax payers) money to purchase services for patients from hospitals (trusts) and other care organisations Conflicts of interest may arise as 25% of GP practices are engaged in some provision of services Encourage ‘any willing provider’ At Health Select Committee on 22.3.11 Andrew lansley revised the amount of money to be paid to GP consortia from £80 to 60 bn-do they have any idea what they are doing?
Force all hospitals to become Foundation Trust .c (FTs) and encourage them to become employee led social enterprises. Increase the powers of Monitor (who oversees FTs) who ‘will become an economic regulator, to promote effective and efficient providers of health and care, to promote competition, regulate prices and safeguard the continuity of services’. Any willing provider was the policy of all three parties although latterly the labour party said the NHS should be the preferred provider. The risk of fragmentation of services, destabilisation of hospitals is huge if this is pursue. The risk of legal action and EU competition law raises the spectre of private companies wasting NHS resources in lawsuits Sir David Nicholson the head of the NHS is the CEO of the NCB already appointed worked for McKinsey in early part of career. David Bennett appointed head of Monitor has also worked for McKinsey an American management consultancy firm. They are probaby responsiblefor the £20bn savings figure demanded by Sir David Nicholson in 2010. Reduce NHS management costs by 45% over the next 4 years. Nowhere is the cost of the market mentioned which may well explain the growth in managers over the last decade. The huge redundancy costs as staff are encouraged to leave PCTs and SHAs –oackage offered if they decided to do so before the end of November 2010 when consultation about the white paper had only just finished and Bill had not been published is another example of undemocratic behaviour
At a time of austerity it seems the height of folly to embark on such a radical restructuring. Coupled with the insistence that the NHS needs to save £20 bn over the next three years a task that has never been done anywhere in the world the risks of complete chaos are very high. Drspite the rhetoric it seems unlikely that paitns will be at the cntre of things and the governance arrangements are opaque if mentioned at all. Although Lansley is handing over power to the NCB he still holds the reins and similarly they can control the consortia tightly-at least economically. All the evidence is that health care is not a suitable area for a market-as I was taught by Julian le grand when doing my MSc in Public health in 1998!
We were gong to have the new politics but this Bill has been spun very effectively. Clinicians in charge, GPs know what patients want and are trusted but they are likely to be decommissioning services if this Bill goes through. Choice is a useful smokescreen but what people want is a good local hospital not 5 choices of where to go Protect NHS budget and ‘front-line services’ is a good slogan but we can all see how frontline services are being slashed even before the Bill has passed as the ‘efficiency savings’ demanded by Nicholson start to bite. If you listen to the Public Bill Vommittee on 8.3.11 with Sir david Nicholson ofr the NHS, David bennet for Monitor snd Sue Sliman for the Foundation Trust network you will see that they are talking confidently and enthusiasictly about a market. www.parliament.live.tv/Main/Player
Before the 1984 r-organisation which brought in managers not aministraotrs administrative costs were 5% of a much smaller budget. By 1997 when the internal market had arrive they were estimated to be 12% and in 2003 a comparative study with other countries put them at 14%. Since then we hav sen the growth in managers that the Coalition say justifies their 45% management costs cut but the department is very reluctant to reveal the cost of the market. We believe that it is at least £10 bn a year ie 10% of the bigger budget and may be as high as £18% of the NHS budget. We do need managers to administer the system and calling them faceless bureacratsis unfair to many hardworking people