The Ribera Salud public-private partnership model in Spain has experienced success over 15 years. It addresses weaknesses in the traditional public healthcare system like growing budget deficits and bureaucratic costs. The model involves:
1) Publicly-owned healthcare centers contracted to private operators for a set time period. 2) Public financing through capitated payments where the government pays operators a fixed annual amount per citizen. 3) Public control through contract compliance.
Key aspects of the Ribera Salud model include population health management, clinical and non-clinical integration, professional alignment between primary and hospital care, and use of technology to improve access and care coordination. Challenges remain to further adapt the model and drive innovation in chronic
Healthcare transition in GCC: Current Painful Realities & Proposed Strategic ...STELIOS PIGADIOTIS
Goals of research effort
1. Hands on analysis of GCC and specifically UAE healthcare market.
2. Proposed 2016 strategies for CEOs in GCC healthcare ecosystem
Top 3 Strategic Initiatives for Sustainable Results in Healthcare in Middle EastSTELIOS PIGADIOTIS
This research paper offers insights in three areas:
1. Current Challenges in GCC/Middle East Healthcare sector
2. Future Drivers for Healthcare Excellence
3. Future Strategic Initiatives for Sustainable Results
What are the hurdles to overcome in the transition from fee-for-service to value-based reimbursement? Is Value Based Care here to stay? Learn more from this slide-share on the differences between Value Based Care and Fee For Service.
VBP, Delivery System Reform, and Health and Social ServicesAndré Thompson, MPA
How are the services and supports you provide related to health, how valuable are your services and interventions for maintaining health, how would your services change if you were getting paid based on value rather than fee-for-service?
Healthcare transition in GCC: Current Painful Realities & Proposed Strategic ...STELIOS PIGADIOTIS
Goals of research effort
1. Hands on analysis of GCC and specifically UAE healthcare market.
2. Proposed 2016 strategies for CEOs in GCC healthcare ecosystem
Top 3 Strategic Initiatives for Sustainable Results in Healthcare in Middle EastSTELIOS PIGADIOTIS
This research paper offers insights in three areas:
1. Current Challenges in GCC/Middle East Healthcare sector
2. Future Drivers for Healthcare Excellence
3. Future Strategic Initiatives for Sustainable Results
What are the hurdles to overcome in the transition from fee-for-service to value-based reimbursement? Is Value Based Care here to stay? Learn more from this slide-share on the differences between Value Based Care and Fee For Service.
VBP, Delivery System Reform, and Health and Social ServicesAndré Thompson, MPA
How are the services and supports you provide related to health, how valuable are your services and interventions for maintaining health, how would your services change if you were getting paid based on value rather than fee-for-service?
in order to meet cost reduction targets, CMOs
* Share patient data across ecosystems
* Embed shared organizational intelligence
* Establish guidance for quality & cost within physician workflows
* Prepare physician leaders to create a culture of continual improvement
What are the four conceptual templates for value based care? Is the compensation really worth it? We give you the answers here in this insightful slide-share.
Marketing proposal to Hartford HealthcareArchit Patel
The presentation is a brief description to the proposed marketing strategy for the Hartford healthcare specifically targeting on the New Health Enhancement Program proposed for Connecticut state employees.
Herramientas de Marketing Digital para Pymes y EmprendedoresPablo Capurro
Presentación de la Agencia Digital SG2 sobre las oportunidades de la presencia online de las Pymes, con sus productos y/o servicios, y la promoción de su oferta mediante pauta publicitaria en Google y los medios sociales.
Presentación de TiendaNube sobre su plataforma y las opciones para incrementar tus ventas de la mano de Internet, y cómo crear tu propia tienda online.
Presentación de Darío Bak de Xappia sobre SalesForce, la herramienta comercial líder para Pymes y emprendedores, que permite administrar tu negocio y hacerlo crecer.
in order to meet cost reduction targets, CMOs
* Share patient data across ecosystems
* Embed shared organizational intelligence
* Establish guidance for quality & cost within physician workflows
* Prepare physician leaders to create a culture of continual improvement
What are the four conceptual templates for value based care? Is the compensation really worth it? We give you the answers here in this insightful slide-share.
Marketing proposal to Hartford HealthcareArchit Patel
The presentation is a brief description to the proposed marketing strategy for the Hartford healthcare specifically targeting on the New Health Enhancement Program proposed for Connecticut state employees.
Herramientas de Marketing Digital para Pymes y EmprendedoresPablo Capurro
Presentación de la Agencia Digital SG2 sobre las oportunidades de la presencia online de las Pymes, con sus productos y/o servicios, y la promoción de su oferta mediante pauta publicitaria en Google y los medios sociales.
Presentación de TiendaNube sobre su plataforma y las opciones para incrementar tus ventas de la mano de Internet, y cómo crear tu propia tienda online.
Presentación de Darío Bak de Xappia sobre SalesForce, la herramienta comercial líder para Pymes y emprendedores, que permite administrar tu negocio y hacerlo crecer.
eHealth Summit: "Case Study: The applied research for connected health (ARCH)...3GDR
Slides from National eHealth Summit, 30 Sept 2015 at Carton House, Kildare: Maria Quinlan, Research Lead Change Work-Package, ARCH.
#eHealthSummit15
http://www.ehealthsummit.ie
http://mhealthinsight.com/2015/09/25/mhealth-insights-from-the-ehealth-summit/
The Operational Excellence Healthcare Alliance (OEHA) is an innovative membership organization dedicated to improving clinical, operational, and financial outcomes by shaping the future of healthcare operations.
Telehealth Failures & Secrets to Success Conference 2017 by VSee Speaker Series
Karyn DiGiorgio (University of California)
More info at: vsee.com/conference
Clinical Integration: The Foundation for Accountable Care - Presentation delivered by Keynote Speaker Marvin O’Quinn, Senior Executive Vice President and Chief Operating Officer, Dignity Health at the National Healthcare CXO Summit held in Las Vegas Oct 19-21, 2014.
Modern Healthcare 2014 Strategic Marketing Conference SlidesModern Healthcare
Thank you for joining us at the inaugural Strategic Marketing Conference, which took place Sept. 23 and 24 in Chicago. We hope you enjoyed the education, engaging in discussions and extending your professional networks.
Click here to view the program guide and agenda from the Strategic Marketing Conference:
http://www.modernhealthcare.com/assets/pdf/CH96416919.PDF
About the Conference:
Modern Healthcare's Strategic Marketing Conference is a two day educational conference that was held September 23 and 24, 2014 at the Hyatt Regency Chicago.
This year’s conference presented thought leaders in healthcare marketing who helped to guide healthcare marketers, focusing on consumer-driven, reform-led and economically necessary challenges. Modern Healthcare's Strategic Marketing Conference is an opportunity for healthcare marketing executives on the provider and supplier side to interact and collaborate on best practices. Throughout two days, the conference provides a unique opportunity for healthcare marketing executives and agencies representing providers, insurers, suppliers and advocacy groups to interact and collaborate on best practices.
People management Ribera Salud. NHS Employers. Nov.2013Ribera Salud grupo
The NHS faces a massive challenge to increase productivity without jeopardising quality. This session gives you the chance to debate lessons from two case studies: an English trust which has tackled this issue using new and innovative approaches, and a leading Spanish hospital which has developed a new model of healthcare delivery
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
- 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
The Gram stain is a fundamental technique in microbiology used to classify bacteria based on their cell wall structure. It provides a quick and simple method to distinguish between Gram-positive and Gram-negative bacteria, which have different susceptibilities to antibiotics
Basavarajeeyam is a Sreshta Sangraha grantha (Compiled book ), written by Neelkanta kotturu Basavaraja Virachita. It contains 25 Prakaranas, First 24 Chapters related to Rogas& 25th to Rasadravyas.
Best Ayurvedic medicine for Gas and IndigestionSwastikAyurveda
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
These lecture slides, by Dr Sidra Arshad, offer a quick overview of the 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 lead (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
6. Describe the flow of current around the heart during the cardiac cycle
7. Discuss the placement and polarity of the leads of electrocardiograph
8. Describe the normal electrocardiograms recorded from the limb leads and explain the physiological basis of the different records that are obtained
9. Define mean electrical vector (axis) of the heart and give the normal range
10. Define the mean QRS vector
11. Describe the axes of leads (hexagonal reference system)
12. Comprehend the vectorial analysis of the normal ECG
13. Determine the mean electrical axis of the ventricular QRS and appreciate the mean axis deviation
14. Explain the concepts of current of injury, J point, and their significance
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. Chapter 3, Cardiology Explained, https://www.ncbi.nlm.nih.gov/books/NBK2214/
7. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
Tom Selleck Health: A Comprehensive Look at the Iconic Actor’s Wellness Journeygreendigital
Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Introduction
Many have been interested in Tom Selleck health. not only because of his enduring presence on screen but also because of the challenges. and lifestyle choices he has faced and made over the years. This article delves into the various aspects of Tom Selleck health. exploring his fitness regimen, diet, mental health. and the challenges he has encountered as he ages. We'll look at how he maintains his well-being. the health issues he has faced, and his approach to ageing .
Early Life and Career
Childhood and Athletic Beginnings
Tom Selleck was born on January 29, 1945, in Detroit, Michigan, and grew up in Sherman Oaks, California. From an early age, he was involved in sports, particularly basketball. which played a significant role in his physical development. His athletic pursuits continued into college. where he attended the University of Southern California (USC) on a basketball scholarship. This early involvement in sports laid a strong foundation for his physical health and disciplined lifestyle.
Transition to Acting
Selleck's transition from an athlete to an actor came with its physical demands. His first significant role in "Magnum P.I." required him to perform various stunts and maintain a fit appearance. This role, which he played from 1980 to 1988. necessitated a rigorous fitness routine to meet the show's demands. setting the stage for his long-term commitment to health and wellness.
Fitness Regimen
Workout Routine
Tom Selleck health and fitness regimen has evolved. adapting to his changing roles and age. During his "Magnum, P.I." days. Selleck's workouts were intense and focused on building and maintaining muscle mass. His routine included weightlifting, cardiovascular exercises. and specific training for the stunts he performed on the show.
Selleck adjusted his fitness routine as he aged to suit his body's needs. Today, his workouts focus on maintaining flexibility, strength, and cardiovascular health. He incorporates low-impact exercises such as swimming, walking, and light weightlifting. This balanced approach helps him stay fit without putting undue strain on his joints and muscles.
Importance of Flexibility and Mobility
In recent years, Selleck has emphasized the importance of flexibility and mobility in his fitness regimen. Understanding the natural decline in muscle mass and joint flexibility with age. he includes stretching and yoga in his routine. These practices help prevent injuries, improve posture, and maintain mobilit
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
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
Title: Sense of 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
2. Introduction
Strenghts:
Values and principles: the Welfare State (cost-free, universal, equal)
Good healthcare indicators.
Weaknesses:
A growing budget deficit in an economic structure with 17 Autonomous
Communities.
A bureaucratic system with high structural costs.
Lack of flexibility to face new
challenges in the coming future.
2003
100
2009
181,97
3. Conceptual Basis
Public Property:
The contracted-out center is built
on public land and belongs to
the public hospital network
Private Provision:
The provision of the health
service (both clinical and nonclinical) is awarded for a preestablished time to a
concessionaire
A new
Model
Public Financing:
Based on a capitative payment.
The Government pays the
concessionaire a fixed and preestablished annual amount for
each adscribed inhabitant
Public Control:
The concessionaire is
subject to complying with
the clauses established
in the contract
4. Capitative Payment
“To achieve
the best health
conditions for
the citizens”
TWO
CONCEPTS
“Money follows
the patient”:
Quality and
patient loyalty
Promoting Health
The company
is answerable
to its
shareholders
Improving healthcare
quality
Improving
accesibility
Improving efficiency
The
Administration
achieves
objectives
5. The Evolution of our
Health Model Approach
PRIMARY
CARE
PRIMARY
CARE
PRIMARY
CARE
CITIZEN -PATIENT
C I T I Z E N <- P A T I E N T
CITIZEN–PATIENT
<
6. Ribera Salud healthcare integration
management model
Capitative payment ….
Objective:
“To achieve the best health conditions for the citizens”
Strategic tool : healthcare integration
The most important thing: cultural change of the politician and healthcare organization
managers.
The most important thing is not the hospital.
The most important thing is to stand by the whole healthcare network, its professionals
and other agents involved (City Councils, Schools, Nursing homes, old people’s homes,
etc)
To create a corporate culture: Population Health Management
7. Strategic Vision
Activity scheduling
Cost control
Quality control
Clinical guidelines
Higher efficiency
Sustainability of economic equilibrium
Talent retention
Performance evaluation. Salary
Career development
Professional competences as the focal point of HR
policy.
Clinical and non-clinical areas integration
Accurate information for decision-makers
Optimal use of resources
8. Integration Model
Clinical Management
Healthcare Strategies
Population Healthcare Management: PROACTIVITY
To promote preventive and health promotion activities
To be proactive in patient’s care
Healthcare management of demand and needs
Challenge: Chronic Diseases Management
Professional Alignment: Primary Care Doctor – Hospital Doctor.
Specialist Consultant in Primary Care and Hospital.
Primary Care: higher resolution for higher value. Mangement of demand
Nurses: new roles, competences and responsability: emergency triage
case history management, more qualification in Primary Care, etc.
9. Integration Model
Clinical Management
Health objectives alignment across the whole organization
Variability decrease in clinical practice
- Heatlhcare processes
- Medical paths
- To define “what”, “who” and “which” is the best place
for diagnosis, therapy and patient monitoring
- High resolution
Healthcare continuity
Care longitudinality
IT integration
10. Professional Management
Training: Financed by the organization
Teaching: Hospitals with MIR (Resident Medical Intern) and University
accreditation; Professionals as University teachers.
Research: research projects and performance of clinical trials
Salary composition
Private employees
Flexible
incentive plan
Public servants
Personalized compensation, “flexible incentive schemes ”
“more and best working recognition”
Variable salary
Fix salary
Variable salary
Fix salary
Quantitative work
objetives
Variable salary depending
on activity and aims
achieved by the
professional.
Qualitative work objetives
Healthcare quality and
efficiency criteria: mean stay,
readmission rate…
Retribution based on post and professional´s development:
training and experience retribution basis
11. Personnel Management
HR Strategy
•
•
•
•
HR Policies aligned with strategic objectives
Recruitment according to competency profiles
Training FINANCED BY THE ORGANIZATION
Variable salary depending on activity and aims achieved.
To promote synergies and shared services between the Group’s administrative concessions, getting higher
efficiency.
Talent Retention
Working conditions customization
• Professional stability: more than 90% contracts are indefinite
• Family and work balance: work-shift adaptation, nursery in work centers, adjusting work conditions to personal
situations. Teleworking.
• Internal career development between concessions.
Compensation and
Benefits
Flexible salary
• Fixed salary: guarantees internal equity
• Variable salary: performance evaluation
• Flexible salary pack:
• Adapted to the employee’s individual needs
• House rent, nursery, vehicle’s, daily expenditure
12. Personnel Management
Training and
Development
Professional careers for all professional categories
• Training, Teaching and research
• In-house management and technical training,
• Teaching: Hospitals with MIR (Resident Medical Intern) and University accreditation; Professionals as
University teachers.
• Research: research projects and performance of clinical trials
• Healthcare quality objectives
• Performance evaluation
• Individual objectives definition, measuring and evaluation
• Professional competences
• Evaluation according to assigned competences
• Defined competences that are aligned with the Group’s values
Internal
Comunication
Corporate identity
• Intranet and employee’s site
• A single channel: continuous and direct communication
• Higher efficiency in administrative processes
• A common database to promote knowledge management
Comunicación interna
Análisis y
descripción de
Puestos
Política
Retributiva C&B
Planificación de la
Sucesión
Detección &
Análisis del
potencial
Reclutamiento &
Selección
SSII
Carrera y
Promoción
profesional
Evaluación &
Gestión del
desempeño
Formación &
Desarrollo
13. IT Development:
Support for Professionals
From a scene of separate work … to a scene of teamwork, where all the
information is shared.
Guide, test protocols or medication protocols.
Alerts, controls and automatic help.
Common processes, guaranteeing healthcare quality.
14. Technological Development
For the Citizen
For the Professional
For the Manager
•
•
•
•
• Electronic medical history and
digital radiology
• Integrated processes. “Florence
directo”
• Medical History access from mobile
phone
• Telemedicine. Teleworking in
radiology
• Quality evaluation
• Emergency response time
• Services and professionals
workloads
• Technology and
management
• Systems innovation
SMS notice
Touch screen
Emergency waiting time
Simultaneous
translation
• Family patient
information
16. Satisfaction Survey
On the Management Model of Hospital de la Ribera
Spontaneous answer
Suggested answer
94% don’t
know the
model
17. Conclusions &Challenges
Challenges Faced 15 Years Ago:
For the first time in a NHS, a capitative model in healthcare management was implemented
To assume that a change, an unprecedented new management model was possible. To start from square one
Alignment of Private sector and Public Administration objectives
Long-term business perspective. No short-term profit. Transparency
Alternative financing methods, Constant innovation in management, New integration models
Challenges at present
To be able to adapt to the circumstances: The private sector adapts to Government’s needs. To take advantage of
public-private partnership to
innovate.. To question the bases of the Model (services portfolio, capita including incentives
for health results, etc.)
Corporate identity. “Think globally and act locally”
To attract and train new professionals aligning objectives
To face 21st century challenges, with 21st century tools New action plans for chronicity, benchmarking, best
practices… Patients’ needs have changed. We must adapt to a competitive scene
Challenges for the Near Future
Shared services
Multi-hospital management models
Global approach to the patient
Development of networked management model
18. Benefits of this Model
For the Local Government
•
•
•
•
•
•
Offloading of the public budgets.
A lower-than-average costs public management of a public service (25% less).
Investments are the concessionaire’s responsibility during the management
period.
Capitative payment. Transfer of financial risk.
Innovation in Management Technologies and Systems.
Contribution of complementary HR
For the professionals
•
•
•
•
Job security. Innovative salary system.
Opportunity for development and a professional career.
Teaching and Research.
Commitment to technology.
For the citizen-patient
•
•
•
•
•
Perceived quality. Humanization of care.
Personalized treatment. Greater privacy and comfort.
Greater accessibility. Quicker response time.
Free choice of hospital and doctor.
Technology informs and educates the patient
19. 10 Basic Principles
1.- STABLE LEGAL FRAME to guarantee the public-private
collaboration contract.
2.- Solid projects based on PLANNING, establishment of
PRIORITIES and calendar for procedures.
3.- RESOURCES MANAGEMENT, traditional budget systems and
additional financial resources must be managed to achieve the
same objective.
4.- RISK TRANSFER, from public sector to private sector,
focusing on providing high added value.
5.- Optimization based on EFFICIENCY. VALUE FOR MONEY
Double vision: citizen-patient, citizen-taxpayer.
20. 10 Basic Principles
6.- The greater private participation, the greater PUBLIC CONTROL
7.- Appropriate choice of partners. Public service focused on
PATIENT/CITIZEN, and long term vision.
8.- CLEAR CONTRACTUAL RULES . Avoiding the commercial
vision takes precedence over healthcare vision.
9.- TRANSPARENCY. Independent observatory to assess other
systems or methods, with objective criteria, and whose data and
results are regularly published.
10.- To count on PROFESSIONALS. They are the most important
asset of the system. They must accept a new corporate culture.