Primary care clinics-managing physician patient panelsAlexander Kolker
OUTLINE
• Traditional scheduling and the advanced
access at a primary care clinic
• Uncertainties that should be considered when
patients are scheduled
• Decisions that need to be made for designing an
appointment system
• Practice on using the panel size calculator
•Emerging Trends in Primary Care:
10 facts every primary care physician should know to survive 2013 !ango mark
Primary care physicians are fast becoming endangered species. In a climate that is not conducive to their economic survival, every practice should have a few tricks up its sleeve to survive !
Competition or Collaboration - 2015 Policy Prescriptions® SymposiumCedric Dark
The symposium is designed for clinicians – physicians, nurses, nurse practitioners, physician assistants, and students – and healthcare executives interested in expanding their scope of knowledge about currently popular health policy topics.
Specialist and primary care physician office visitsKFF
The document analyzes cost-sharing structures for primary care physician and specialist visits across bronze, silver, gold, and platinum level plans from ACA marketplaces. It finds that higher metal level plans generally have lower out-of-pocket costs, with platinum plans most commonly having no charges after deductibles are met or offering copayment structures. Lower level bronze plans more frequently require coinsurance payments or charges after deductibles for physician visits. The data also shows the distribution of specific copayment amounts and coinsurance rates across plan categories and metals.
This document provides a map showing the locations of Family Health Teams across Northern Ontario implemented in three waves:
1) The map shows the locations of Family Health Teams in various communities across Northern Ontario, grouped into large, community, small, and rural sites.
2) The Family Health Teams were implemented in three waves, with teams in different regions of Northern Ontario launching in each wave.
3) The map identifies the regions covered by each wave and provides the number of family physicians in each type of site to characterize their size.
Family Health Teams have been established across Northern Ontario in 3 waves:
- Wave 1 included large teams of 21-30 family physicians, community teams of 11-20 physicians, and small/rural teams of 5 or fewer physicians. Teams were located in communities across central, eastern, western and Champlain regions.
- Wave 2 expanded coverage with additional large, community and small/rural teams in northeast, northwest, southeast, southwest and Toronto regions.
- Wave 3 further increased access with more large teams in central, eastern and western regions and additional community and small/rural teams across the north.
This document provides guidance on managing waiting times in the NHS in Scotland. It outlines 10 golden rules for waiting time management that put the patient's interests first. It emphasizes the importance of appropriate referrals, adequate services, clinical prioritization of patients, and keeping patients informed of wait times. The document stresses partnership between primary and secondary care and accurate information on waiting lists. It discusses initiatives to treat backlogs versus long-term strategies to close gaps between demand and capacity. NHS Boards are asked to develop local plans that meet and exceed national targets through leadership, risk assessment, resource planning, and patient consultation.
This guidebook shares stories from nine Ontario communities that have undertaken healthy community initiatives. The stories describe their experiences and processes to raise awareness, build connections, and take action around health issues. Community members then reflected on these stories and identified "words of wisdom" from their experiences. Finally, the guidebook provides a framework and questions to help other communities document and share their own stories to guide their healthy community efforts.
Primary care clinics-managing physician patient panelsAlexander Kolker
OUTLINE
• Traditional scheduling and the advanced
access at a primary care clinic
• Uncertainties that should be considered when
patients are scheduled
• Decisions that need to be made for designing an
appointment system
• Practice on using the panel size calculator
•Emerging Trends in Primary Care:
10 facts every primary care physician should know to survive 2013 !ango mark
Primary care physicians are fast becoming endangered species. In a climate that is not conducive to their economic survival, every practice should have a few tricks up its sleeve to survive !
Competition or Collaboration - 2015 Policy Prescriptions® SymposiumCedric Dark
The symposium is designed for clinicians – physicians, nurses, nurse practitioners, physician assistants, and students – and healthcare executives interested in expanding their scope of knowledge about currently popular health policy topics.
Specialist and primary care physician office visitsKFF
The document analyzes cost-sharing structures for primary care physician and specialist visits across bronze, silver, gold, and platinum level plans from ACA marketplaces. It finds that higher metal level plans generally have lower out-of-pocket costs, with platinum plans most commonly having no charges after deductibles are met or offering copayment structures. Lower level bronze plans more frequently require coinsurance payments or charges after deductibles for physician visits. The data also shows the distribution of specific copayment amounts and coinsurance rates across plan categories and metals.
This document provides a map showing the locations of Family Health Teams across Northern Ontario implemented in three waves:
1) The map shows the locations of Family Health Teams in various communities across Northern Ontario, grouped into large, community, small, and rural sites.
2) The Family Health Teams were implemented in three waves, with teams in different regions of Northern Ontario launching in each wave.
3) The map identifies the regions covered by each wave and provides the number of family physicians in each type of site to characterize their size.
Family Health Teams have been established across Northern Ontario in 3 waves:
- Wave 1 included large teams of 21-30 family physicians, community teams of 11-20 physicians, and small/rural teams of 5 or fewer physicians. Teams were located in communities across central, eastern, western and Champlain regions.
- Wave 2 expanded coverage with additional large, community and small/rural teams in northeast, northwest, southeast, southwest and Toronto regions.
- Wave 3 further increased access with more large teams in central, eastern and western regions and additional community and small/rural teams across the north.
This document provides guidance on managing waiting times in the NHS in Scotland. It outlines 10 golden rules for waiting time management that put the patient's interests first. It emphasizes the importance of appropriate referrals, adequate services, clinical prioritization of patients, and keeping patients informed of wait times. The document stresses partnership between primary and secondary care and accurate information on waiting lists. It discusses initiatives to treat backlogs versus long-term strategies to close gaps between demand and capacity. NHS Boards are asked to develop local plans that meet and exceed national targets through leadership, risk assessment, resource planning, and patient consultation.
This guidebook shares stories from nine Ontario communities that have undertaken healthy community initiatives. The stories describe their experiences and processes to raise awareness, build connections, and take action around health issues. Community members then reflected on these stories and identified "words of wisdom" from their experiences. Finally, the guidebook provides a framework and questions to help other communities document and share their own stories to guide their healthy community efforts.
The document provides tips and tools for registered dietitians working in interdisciplinary primary care settings. It outlines a proposed model for nutrition services with the RD responsible for overall management and the most in-depth nutrition counselling. It describes assessing community needs, nutrition screening, referral processes, nutrition advice and counselling. A typical nutrition counselling process is outlined including pre-screening referrals, initial visits, nutrition planning visits, follow-up visits and coordinating with the interdisciplinary team. Various tools developed in a demonstration project are also included to support RDs.
This document outlines a screening project conducted with primary care providers to identify at-risk women and incorporate screening tools for alcohol, smoking, and abuse into practice. It provided a screening and resource package, conducted academic detailing, and administered pre- and post-test questionnaires. The results showed increased screening rates for tobacco, alcohol, and abuse from pre- to post-test. While the response rate for the post-test was lower, providers reported increased use of screening tools and community referrals. The academic detailing approach was found useful by most providers.
This document outlines Saskatchewan's Action Plan for Primary Health Care, which aims to strengthen primary health care services in the province. It describes the vision for an integrated primary health care system delivered through networks of health care providers. The plan establishes defined roles for Regional Health Authorities and the government in managing, operating and funding primary health care. It also outlines characteristics of the new system and a phased implementation approach over 10 years to establish primary health care teams accessible to all residents.
The Role And Value Of Primary Care Practiceprimary
This document summarizes discussions from a 2002 conference on building consensus for healthcare reform in Canada. It includes summaries of two presentations:
1. Marie-Dominique Beaulieu's presentation on the role and value of primary care. She defines primary care and argues for strengthening it in Canada. She calls for changes like developing primary care teams with nurses and better information systems.
2. Howard Bergman's presentation in which he argues for strengthening and transforming primary care as the foundation of the healthcare system. He calls for an evidence-based approach and investing in primary care to improve health outcomes. Both agree comprehensive reform is needed, not just changes to primary care itself.
The document describes The Model for Improvement, which provides a framework for developing, testing, and implementing changes that lead to improvement. The model consists of two parts: 1) three fundamental questions to guide improvement work, and 2) Plan-Do-Study-Act cycles to test changes rapidly through small-scale trials. Using this approach can help achieve successful, low-risk change through a simple and effective process of continuous learning and adaptation.
This document summarizes the final report from the Forum on Teamworking in Primary Healthcare. The forum was convened by several national healthcare organizations to examine teamworking in primary care. The report found evidence that effective teamwork occurs when roles are clearly defined and rewarding, communication is good, and there are shared goals. It identified barriers like competing demands, status differences, and lack of resources. The report provides recommendations to improve teamworking at both the organizational and team member levels. It also highlights several examples of successful teamworking initiatives in UK primary care settings.
The document discusses strategies for improving patient flow and reducing cycle times in medical practices. It describes how mapping patient flows, measuring cycle times, and identifying interruptions can help practices pinpoint bottlenecks. Practices have found that small tests of change focused on areas like visit planning, co-locating staff, efficient office design, exam room standardization, documentation shortcuts, and streamlined check-in/out processes can uncover hidden capacity and increase revenue. The key is developing a deep understanding of the current process from the patient's perspective before envisioning an ideal flow and implementing changes while monitoring for unintended consequences. Physician leadership and a team effort are essential to successfully redirecting patient flow.
Snap%2 B Framework%2 Bfor%2 B General%2 B Practiceprimary
This document presents the Smoking, Nutrition, Alcohol and Physical Activity (SNAP) Risk Factor Framework for General Practice. The framework was developed to provide integrated approaches for general practitioners to support behavioral risk factor management for smoking, nutrition, alcohol and physical activity.
It identifies these four risk factors as major contributors to disease burden and outlines seven outcomes areas for action: organizational structures, financing, workforce development, information systems, communication, partnerships and referral networks, and research. The framework is intended to streamline support for general practices and encourage collaboration across different organizations and levels of care.
The document is the first annual report from the Health Results Team, which was created by the Minister of Health and Long-Term Care to improve patient access to healthcare in Ontario. The report details progress made in the first year to transform the healthcare system through initiatives like establishing Local Health Integration Networks, reducing wait times, implementing Family Health Teams, and improving information management. The Health Results Team worked across the healthcare community and achieved many milestones to deliver on the vision of creating a more integrated, sustainable, and patient-centered healthcare system.
This document provides updates on chronic disease management initiatives including the Chronic Disease Management Collaborative (CDMC). Key information includes:
1. An explanation of delivery system design which involves defining roles, using planned interactions, providing case management, and ensuring regular follow-up to effectively manage chronic illnesses.
2. Details on upcoming training for the Clinical Practice Redesign program and information sessions on a new diabetes education program using group visits.
3. Announcements of learning workshops and conferences on chronic disease management and diabetes.
The document discusses the role of registered dietitians in primary health care. It begins by explaining that primary health care focuses on wellness promotion rather than just illness treatment. It also notes that nutrition is important for health but access to nutrition services is limited. The document then describes key elements of primary health care, including using a population health approach, comprehensive services, coordination of care, interdisciplinary teams, and cost-effectiveness. It outlines the practice of registered dietitians in primary health care, including their skills in health promotion, education, and working with communities. Examples are provided of how dietitians contribute to quality of life, health outcomes, and cost containment through various strategies and actions.
Rg0035 A Guideto Service Improvement Nhs Scotlandprimary
This document provides a guide to using various tools and techniques for improving health care services. It focuses on using process mapping to analyze patient journeys through the health care system. Process mapping involves capturing each step of a patient's experience in a visual map to identify issues like bottlenecks, unnecessary steps, or handoffs between staff. Preparing for process mapping by defining the scope and goals and involving relevant staff and patients is important. Once complete, process maps can reveal problems and opportunities for improving efficiency and patient experience.
This document discusses the role of dietitians in collaborative primary health care mental health programs. It was developed as part of the Canadian Collaborative Mental Health Initiative to help integrate specialized services like nutrition and mental health expertise into primary care settings. Individuals with mental health issues are often nutritionally at risk due to factors like eating disorders, mood disorders, medication side effects, poverty and more. Dietitians are uniquely qualified to assess nutritional needs in this population and develop interventions as part of mental health care teams. However, more resources and strategies are still needed to fully realize dietitians' potential contributions to mental health care.
When relationships break down in organizations, it is often due to a lack of clear communication and shared understanding. The document outlines five common types of relationship breakdowns - role confusion, conflicting priorities, hidden expectations, communication issues, and resistance to change - and recommends strategies to address each one. These strategies include sharing key information, setting interaction agreements, building communication skills, and individual coaching. Addressing the root causes through open discussion and setting clear expectations is generally more effective than superficial fixes like team-building classes.
The article discusses rethinking the challenge of change management in organizations. It argues that traditional change management focuses too much on changing individual attitudes and behaviors and not enough on changing organizational systems and structures. The article proposes an alternative framework that views organizational change as an ongoing process of adaptation and focuses on aligning organizational components like strategy, culture and structure with each other and the external environment.
The document provides guidance for healthcare organizations to improve the patient experience through quality improvement projects. It outlines a three-phase process: planning, executing, and reflecting. The planning phase involves creating a "blueprint for success" which identifies the priority area, leadership team, aims, deliverables, scope, sponsor, and expectations. It emphasizes establishing effective multidisciplinary teams that include patients. The executing phase provides strategies, tools, and tips for implementing ideas. The reflecting phase involves analyzing current processes and identifying opportunities for change. The document aims to guide organizations through each step to achieve successful quality improvement.
This document discusses how primary health care reform in Canada needs to consider women's perspectives and needs. It notes that women are the majority of both health care users and providers. It outlines several key issues for women, including that women use health services more than men due to reproductive health needs and longer lifespans leading to more chronic illness. Women also provide most unpaid caregiving. The document argues that reforms need to recognize differences among women and provide a variety of options to meet all women's needs. It analyzes some common reform strategies and notes both potential benefits and risks to ensuring reforms actually improve care for all women.
Here are the key steps in the Model for Improvement:
1. Form a team who are familiar with the process that needs improvement.
2. Establish clear and measurable aims for the process using a specific time frame.
3. Select changes that you think will result in an improvement.
4. Use PDSA cycles to test changes on a small scale. Plan the test, Do it, Study the results, Act on what is learned. Cycles can be as small as 1 test patient.
5. Implement changes that work on a broader scale, and continue to use PDSA cycles to evaluate impact and guide further improvement.
6. Continuously measure to ensure improvements are sustained over time
The document provides tips and tools for registered dietitians working in interdisciplinary primary care settings. It outlines a proposed model for nutrition services with the RD responsible for overall management and the most in-depth nutrition counselling. It describes assessing community needs, nutrition screening, referral processes, nutrition advice and counselling. A typical nutrition counselling process is outlined including pre-screening referrals, initial visits, nutrition planning visits, follow-up visits and coordinating with the interdisciplinary team. Various tools developed in a demonstration project are also included to support RDs.
This document outlines a screening project conducted with primary care providers to identify at-risk women and incorporate screening tools for alcohol, smoking, and abuse into practice. It provided a screening and resource package, conducted academic detailing, and administered pre- and post-test questionnaires. The results showed increased screening rates for tobacco, alcohol, and abuse from pre- to post-test. While the response rate for the post-test was lower, providers reported increased use of screening tools and community referrals. The academic detailing approach was found useful by most providers.
This document outlines Saskatchewan's Action Plan for Primary Health Care, which aims to strengthen primary health care services in the province. It describes the vision for an integrated primary health care system delivered through networks of health care providers. The plan establishes defined roles for Regional Health Authorities and the government in managing, operating and funding primary health care. It also outlines characteristics of the new system and a phased implementation approach over 10 years to establish primary health care teams accessible to all residents.
The Role And Value Of Primary Care Practiceprimary
This document summarizes discussions from a 2002 conference on building consensus for healthcare reform in Canada. It includes summaries of two presentations:
1. Marie-Dominique Beaulieu's presentation on the role and value of primary care. She defines primary care and argues for strengthening it in Canada. She calls for changes like developing primary care teams with nurses and better information systems.
2. Howard Bergman's presentation in which he argues for strengthening and transforming primary care as the foundation of the healthcare system. He calls for an evidence-based approach and investing in primary care to improve health outcomes. Both agree comprehensive reform is needed, not just changes to primary care itself.
The document describes The Model for Improvement, which provides a framework for developing, testing, and implementing changes that lead to improvement. The model consists of two parts: 1) three fundamental questions to guide improvement work, and 2) Plan-Do-Study-Act cycles to test changes rapidly through small-scale trials. Using this approach can help achieve successful, low-risk change through a simple and effective process of continuous learning and adaptation.
This document summarizes the final report from the Forum on Teamworking in Primary Healthcare. The forum was convened by several national healthcare organizations to examine teamworking in primary care. The report found evidence that effective teamwork occurs when roles are clearly defined and rewarding, communication is good, and there are shared goals. It identified barriers like competing demands, status differences, and lack of resources. The report provides recommendations to improve teamworking at both the organizational and team member levels. It also highlights several examples of successful teamworking initiatives in UK primary care settings.
The document discusses strategies for improving patient flow and reducing cycle times in medical practices. It describes how mapping patient flows, measuring cycle times, and identifying interruptions can help practices pinpoint bottlenecks. Practices have found that small tests of change focused on areas like visit planning, co-locating staff, efficient office design, exam room standardization, documentation shortcuts, and streamlined check-in/out processes can uncover hidden capacity and increase revenue. The key is developing a deep understanding of the current process from the patient's perspective before envisioning an ideal flow and implementing changes while monitoring for unintended consequences. Physician leadership and a team effort are essential to successfully redirecting patient flow.
Snap%2 B Framework%2 Bfor%2 B General%2 B Practiceprimary
This document presents the Smoking, Nutrition, Alcohol and Physical Activity (SNAP) Risk Factor Framework for General Practice. The framework was developed to provide integrated approaches for general practitioners to support behavioral risk factor management for smoking, nutrition, alcohol and physical activity.
It identifies these four risk factors as major contributors to disease burden and outlines seven outcomes areas for action: organizational structures, financing, workforce development, information systems, communication, partnerships and referral networks, and research. The framework is intended to streamline support for general practices and encourage collaboration across different organizations and levels of care.
The document is the first annual report from the Health Results Team, which was created by the Minister of Health and Long-Term Care to improve patient access to healthcare in Ontario. The report details progress made in the first year to transform the healthcare system through initiatives like establishing Local Health Integration Networks, reducing wait times, implementing Family Health Teams, and improving information management. The Health Results Team worked across the healthcare community and achieved many milestones to deliver on the vision of creating a more integrated, sustainable, and patient-centered healthcare system.
This document provides updates on chronic disease management initiatives including the Chronic Disease Management Collaborative (CDMC). Key information includes:
1. An explanation of delivery system design which involves defining roles, using planned interactions, providing case management, and ensuring regular follow-up to effectively manage chronic illnesses.
2. Details on upcoming training for the Clinical Practice Redesign program and information sessions on a new diabetes education program using group visits.
3. Announcements of learning workshops and conferences on chronic disease management and diabetes.
The document discusses the role of registered dietitians in primary health care. It begins by explaining that primary health care focuses on wellness promotion rather than just illness treatment. It also notes that nutrition is important for health but access to nutrition services is limited. The document then describes key elements of primary health care, including using a population health approach, comprehensive services, coordination of care, interdisciplinary teams, and cost-effectiveness. It outlines the practice of registered dietitians in primary health care, including their skills in health promotion, education, and working with communities. Examples are provided of how dietitians contribute to quality of life, health outcomes, and cost containment through various strategies and actions.
Rg0035 A Guideto Service Improvement Nhs Scotlandprimary
This document provides a guide to using various tools and techniques for improving health care services. It focuses on using process mapping to analyze patient journeys through the health care system. Process mapping involves capturing each step of a patient's experience in a visual map to identify issues like bottlenecks, unnecessary steps, or handoffs between staff. Preparing for process mapping by defining the scope and goals and involving relevant staff and patients is important. Once complete, process maps can reveal problems and opportunities for improving efficiency and patient experience.
This document discusses the role of dietitians in collaborative primary health care mental health programs. It was developed as part of the Canadian Collaborative Mental Health Initiative to help integrate specialized services like nutrition and mental health expertise into primary care settings. Individuals with mental health issues are often nutritionally at risk due to factors like eating disorders, mood disorders, medication side effects, poverty and more. Dietitians are uniquely qualified to assess nutritional needs in this population and develop interventions as part of mental health care teams. However, more resources and strategies are still needed to fully realize dietitians' potential contributions to mental health care.
When relationships break down in organizations, it is often due to a lack of clear communication and shared understanding. The document outlines five common types of relationship breakdowns - role confusion, conflicting priorities, hidden expectations, communication issues, and resistance to change - and recommends strategies to address each one. These strategies include sharing key information, setting interaction agreements, building communication skills, and individual coaching. Addressing the root causes through open discussion and setting clear expectations is generally more effective than superficial fixes like team-building classes.
The article discusses rethinking the challenge of change management in organizations. It argues that traditional change management focuses too much on changing individual attitudes and behaviors and not enough on changing organizational systems and structures. The article proposes an alternative framework that views organizational change as an ongoing process of adaptation and focuses on aligning organizational components like strategy, culture and structure with each other and the external environment.
The document provides guidance for healthcare organizations to improve the patient experience through quality improvement projects. It outlines a three-phase process: planning, executing, and reflecting. The planning phase involves creating a "blueprint for success" which identifies the priority area, leadership team, aims, deliverables, scope, sponsor, and expectations. It emphasizes establishing effective multidisciplinary teams that include patients. The executing phase provides strategies, tools, and tips for implementing ideas. The reflecting phase involves analyzing current processes and identifying opportunities for change. The document aims to guide organizations through each step to achieve successful quality improvement.
This document discusses how primary health care reform in Canada needs to consider women's perspectives and needs. It notes that women are the majority of both health care users and providers. It outlines several key issues for women, including that women use health services more than men due to reproductive health needs and longer lifespans leading to more chronic illness. Women also provide most unpaid caregiving. The document argues that reforms need to recognize differences among women and provide a variety of options to meet all women's needs. It analyzes some common reform strategies and notes both potential benefits and risks to ensuring reforms actually improve care for all women.
Here are the key steps in the Model for Improvement:
1. Form a team who are familiar with the process that needs improvement.
2. Establish clear and measurable aims for the process using a specific time frame.
3. Select changes that you think will result in an improvement.
4. Use PDSA cycles to test changes on a small scale. Plan the test, Do it, Study the results, Act on what is learned. Cycles can be as small as 1 test patient.
5. Implement changes that work on a broader scale, and continue to use PDSA cycles to evaluate impact and guide further improvement.
6. Continuously measure to ensure improvements are sustained over time
Cell Therapy Expansion and Challenges in Autoimmune DiseaseHealth Advances
There is increasing confidence that cell therapies will soon play a role in the treatment of autoimmune disorders, but the extent of this impact remains to be seen. Early readouts on autologous CAR-Ts in lupus are encouraging, but manufacturing and cost limitations are likely to restrict access to highly refractory patients. Allogeneic CAR-Ts have the potential to broaden access to earlier lines of treatment due to their inherent cost benefits, however they will need to demonstrate comparable or improved efficacy to established modalities.
In addition to infrastructure and capacity constraints, CAR-Ts face a very different risk-benefit dynamic in autoimmune compared to oncology, highlighting the need for tolerable therapies with low adverse event risk. CAR-NK and Treg-based therapies are also being developed in certain autoimmune disorders and may demonstrate favorable safety profiles. Several novel non-cell therapies such as bispecific antibodies, nanobodies, and RNAi drugs, may also offer future alternative competitive solutions with variable value propositions.
Widespread adoption of cell therapies will not only require strong efficacy and safety data, but also adapted pricing and access strategies. At oncology-based price points, CAR-Ts are unlikely to achieve broad market access in autoimmune disorders, with eligible patient populations that are potentially orders of magnitude greater than the number of currently addressable cancer patients. Developers have made strides towards reducing cell therapy COGS while improving manufacturing efficiency, but payors will inevitably restrict access until more sustainable pricing is achieved.
Despite these headwinds, industry leaders and investors remain confident that cell therapies are poised to address significant unmet need in patients suffering from autoimmune disorders. However, the extent of this impact on the treatment landscape remains to be seen, as the industry rapidly approaches an inflection point.
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.
Osteoporosis - Definition , Evaluation and Management .pdfJim Jacob Roy
Osteoporosis is an increasing cause of morbidity among the elderly.
In this document , a brief outline of osteoporosis is given , including the risk factors of osteoporosis fractures , the indications for testing bone mineral density and the management of osteoporosis
Histololgy of Female Reproductive System.pptxAyeshaZaid1
Dive into an in-depth exploration of the histological structure of female reproductive system with this comprehensive lecture. Presented by Dr. Ayesha Irfan, Assistant Professor of Anatomy, this presentation covers the Gross anatomy and functional histology of the female reproductive organs. Ideal for students, educators, and anyone interested in medical science, this lecture provides clear explanations, detailed diagrams, and valuable insights into female reproductive system. Enhance your knowledge and understanding of this essential aspect of human biology.
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DECLARATION OF HELSINKI - History and principlesanaghabharat01
This SlideShare presentation provides a comprehensive overview of the Declaration of Helsinki, a foundational document outlining ethical guidelines for conducting medical research involving human subjects.
Adhd Medication Shortage Uk - trinexpharmacy.comreignlana06
The UK is currently facing a Adhd Medication Shortage Uk, which has left many patients and their families grappling with uncertainty and frustration. ADHD, or Attention Deficit Hyperactivity Disorder, is a chronic condition that requires consistent medication to manage effectively. This shortage has highlighted the critical role these medications play in the daily lives of those affected by ADHD. Contact : +1 (747) 209 – 3649 E-mail : sales@trinexpharmacy.com
Travel vaccination in Manchester offers comprehensive immunization services for individuals planning international trips. Expert healthcare providers administer vaccines tailored to your destination, ensuring you stay protected against various diseases. Conveniently located clinics and flexible appointment options make it easy to get the necessary shots before your journey. Stay healthy and travel with confidence by getting vaccinated in Manchester. Visit us: www.nxhealthcare.co.uk
5-hydroxytryptamine or 5-HT or Serotonin is a neurotransmitter that serves a range of roles in the human body. It is sometimes referred to as the happy chemical since it promotes overall well-being and happiness.
It is mostly found in the brain, intestines, and blood platelets.
5-HT is utilised to transport messages between nerve cells, is known to be involved in smooth muscle contraction, and adds to overall well-being and pleasure, among other benefits. 5-HT regulates the body's sleep-wake cycles and internal clock by acting as a precursor to melatonin.
It is hypothesised to regulate hunger, emotions, motor, cognitive, and autonomic processes.
1. PRIMARY CARE PHYSICIAN
SURREY MENTAL HEALTH & ADDICTIONS
Take this opportunity to ensure your career is moving in the right direction - Imagine the
possibilities that exist within our extraordinary organization -- professionally and personally.
As BC’s largest and Canada’s most diverse health authority, we are committed to
building capacity to address unprecedented population growth
In this unique role, you will be working in an established primary care clinic which
provides well rounded comprehensive services including chronic disease management;
cancer prevention and screening, immunizations; health teaching, health promotion,
smoking cessation, medication monitoring and management, referral to specialists,
ordering of lab/investigative tests; medical and psychiatric symptom management.
The Clinic operates six days per week; and in your role, you will provide primary health
care to clients who have mental health and addictions issues as well as medical
concerns. Your schedule will consist of 5 sessions per week (days negotiable depending
on other physician coverage).
Other team members in this Primary Care clinic setting include an RN, Nurse Practitioner
and two other Physicians. There is no contract or expense expectation for
office/premises, as the Surrey Primary Care Clinic is administered by Fraser Health There
are strong linkages both clinically and administratively to Surrey Mental Health &
Addictions. Many clients of Surrey Mental Health have no access to a physician for their
medical needs and are seen at the Primary Care Clinic. Compensation is through an
Alternative Payment arrangement.
This position provides an opportunity to practice primary health with a committed and
expert multi-disciplinary team and to work with patients who may have long term mental
illness, addictions challenges or other significant mental health concerns. The office is
conveniently located at Gateway Skytrain station.
Your qualifications will include eligibility for licensure with the College of Physicians and
Surgeons of BC and ideally, you will have 5 - 7 years’ experience as a General
Practitioner working with a variety of mental health and addictions issues.
To apply for this opportunity, please send your CV to:
recruitment@fraserhealth.ca
Phone: 604 953-5119
Fax: 604 953-5135