The document discusses how SCL Health System is transforming health care delivery through a revolutionary mindset. It outlines the challenging environment facing health systems today with rising costs, consumer demand for lower premiums, and market upheaval. SCL Health is adopting a person-centered, consumer focus and developing accountable health networks across multiple markets. This involves new partnerships, population health management, and reorganizing around medical centers and physician groups. The transformation also requires managing different patient risk populations and demonstrating leadership in the health of its own associates.
AHRQ’s Health Care Innovations Exchange held a Web event on Promoting the Spread of Health Care Innovations on April 9, 2013. For more information, visit https://innovations.ahrq.gov/events/2013/04/promoting-spread-health-care-innovations.
The Healthcare industry has been embracing Lean and Six Sigma methodologies over the past few years. This presentation will decribe the role of a Green Belt within this industry and the challenges they face.
e-Zsigma is Canada’s leader in Six Sigma and Lean Enterprise coaching and deployment. Our completely integrated program of in-class and e-learning training, tools, methodology and technology enables you to rapidly customize and implement a quality improvement system and strategy that delivers the results that your Hospital and clients demand.
Our team of world class instructors and practitioners combined with our experience in Healthcare makes e-Zsigma your first choice for Six Sigma and Lean Enterprise strategies.
e-Zsigma is a Canadian based Management Consultancy, specializing in Lean Six Sigma, Project Management, and Supply Chain.http://www.e-zsigma.com
e-Zsigma is the Sponsor for the Canadian Society for Quality http://www.linkedin.com/groups/Canadian-Society-Quality-4233535
e-Zsigma is a partner of the International Standard for Lean Six Sigma (ISLSS) and Manager of the LinkedIn Lean Six Sigma Group http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Follow e-Zsigma Company on LinkedIn http://www.linkedin.com/company/1017597 where you will find a list of our Lean Six Sigma Training and Certification Classes, both online and onsite.
i4 2020 - Innovation in AHS - Innovating to Achieve Service Excellencei4 2020
The IEI contribution to a supplement in the Canadian Medical Association Journal that highlighted the Strategic Clinical Networks and the innovation ecosystem within AHS. Citation:
Ambler, K. A., Leduc, M. A., & Wickson, P. (2019). Innovating to achieve service excellence in Alberta Health Services. CMAJ, 191(Suppl), S52-S53.
Webinar: Thriving in the New Healthcare Environment: 3 Key StrategiesModern Healthcare
www.modernhealthcare.com/article/20140512/SPONSORED/305129926/webinar-thriving-in-the-new-healthcare-environment-3-key-strategies
Many CEOs are looking to make cost and revenue improvements between 20 and 40 percent. Attend this webinar to hear success strategies from two leading CEOs.
AHRQ’s Health Care Innovations Exchange held a Web event on Promoting the Spread of Health Care Innovations on April 9, 2013. For more information, visit https://innovations.ahrq.gov/events/2013/04/promoting-spread-health-care-innovations.
The Healthcare industry has been embracing Lean and Six Sigma methodologies over the past few years. This presentation will decribe the role of a Green Belt within this industry and the challenges they face.
e-Zsigma is Canada’s leader in Six Sigma and Lean Enterprise coaching and deployment. Our completely integrated program of in-class and e-learning training, tools, methodology and technology enables you to rapidly customize and implement a quality improvement system and strategy that delivers the results that your Hospital and clients demand.
Our team of world class instructors and practitioners combined with our experience in Healthcare makes e-Zsigma your first choice for Six Sigma and Lean Enterprise strategies.
e-Zsigma is a Canadian based Management Consultancy, specializing in Lean Six Sigma, Project Management, and Supply Chain.http://www.e-zsigma.com
e-Zsigma is the Sponsor for the Canadian Society for Quality http://www.linkedin.com/groups/Canadian-Society-Quality-4233535
e-Zsigma is a partner of the International Standard for Lean Six Sigma (ISLSS) and Manager of the LinkedIn Lean Six Sigma Group http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Follow e-Zsigma Company on LinkedIn http://www.linkedin.com/company/1017597 where you will find a list of our Lean Six Sigma Training and Certification Classes, both online and onsite.
i4 2020 - Innovation in AHS - Innovating to Achieve Service Excellencei4 2020
The IEI contribution to a supplement in the Canadian Medical Association Journal that highlighted the Strategic Clinical Networks and the innovation ecosystem within AHS. Citation:
Ambler, K. A., Leduc, M. A., & Wickson, P. (2019). Innovating to achieve service excellence in Alberta Health Services. CMAJ, 191(Suppl), S52-S53.
Webinar: Thriving in the New Healthcare Environment: 3 Key StrategiesModern Healthcare
www.modernhealthcare.com/article/20140512/SPONSORED/305129926/webinar-thriving-in-the-new-healthcare-environment-3-key-strategies
Many CEOs are looking to make cost and revenue improvements between 20 and 40 percent. Attend this webinar to hear success strategies from two leading CEOs.
SIMUL8 Healthcare: Designing New Spaces and Processes with simulationSIMUL8 Corporation
In this workshop, Brittany discussed how simulation can be used to design new spaces and processes, not just improve the status quo.
Calling on her experience as an ASQ-certified Six Sigma Black Belt and her work on a wide variety of performance improvement projects – many of which incorporated simulation - Brittany presented a case study that demonstrates the interconnected nature of pre/post surgery operating processes and inpatient census.
We also looked at the project's unexpected findings, as well as shared insights into using simulation as a change management and leadership communication tool.
NHS Improving Quality was invited to take part in a recently held event that celebrated the work that is being done in partnership between the Pennine Acute Hospitals NHS Trust and AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP).
Gillian Phazey, Learning and Organisational Development Manager at Pennine Acute Hospitals NHS Trust explains:
'The Learning and Organisational Development and Governance teams at the Pennine Acute Hospitals NHS Trust have been working collaboratively with AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP) to support staff in developing knowledge and skills in this topic. The programme has been specifically designed to support colleagues wanting to gain an introduction to the fundamentals and concepts of quality improvement. So far, two cohorts of staff, from clinical and non-clinical areas of the Trust have completed the programme, and have completed quality improvement projects in their own work area to apply their knowledge. On 17th July a celebration event was held for cohort 2 where staff presented their work in poster or presentation form, the aim of which is to share and spread learning across the Trust. Projects were wide ranging, from introducing new processes to reduce complaints and drug errors, to improving patient experience by implementing new tools and techniques. The day was a great success with the Chief Executive and Chief Nurse in attendance. The Trust is highly supportive of this approach in equipping staff with these important techniques, and the programme supports not only our internal quality agenda and objectives, but more widely responds to the recommendations of the Berwick report. The next cohort is starting in September this year.'
Fiona Thow, Patient Safety Collaborative Delivery Lead at NHS Improving Quality delivered a keynote speech, (link to presentation slides) providing a national perspective on the plans for improving patient safety and took the opportunity to introduce the national safety collaboratives. She also highlighted the need for organisations and individuals to think differently about safety for both patients and staff.
SIMUL8 Director of Healthcare, Claire Cordeaux, discusses her experiences of developing and implementing population health strategies in the UK National Health Service, Canada, and Australia.
10-Year Orthopedics and Spine Forecast: Factors Impacting DemandWellbe
What’s in store for the next 10 years of orthopedics and spine service lines?
Kristi Crowe, Associate Vice President and Orthopedic service line leader at Sg2 will review future demand for orthopedics and spine services nationally, key factors impacting this demand, and opportunities to build your access channels and differentiate your orthopedics and spine services to capture growth.
About the Speaker:
As a member of Sg2’s Center for Strategic Planning, Kristi Crowe leads Sg2’s intelligence and analytics in orthopedics and works with leadership teams to improve growth and performance across the care continuum. She also leads the development of orthopedics service line–oriented publications and educational offerings and speaks nationally at a variety of physician and health care leadership conferences.
With 18 years of clinical, management, and consulting health care experience, Kristi brings a variety of strategic skills to Sg2, which have included physician alignment strategies, volume growth initiatives, and performance enhancement for orthopedic services.
Before joining Sg2, Kristi worked in orthopedic service line consulting for Accelero Health Partners, a fully owned subsidiary of Zimmer. While at Accelero, Kristi established and executed strategic plans for the musculoskeletal service line and led the organization’s internal spine and outcomes development initiatives. Working as the liaison between hospital administration and physicians, Kristi facilitated completion of higher level physician engagement strategies such as comanagement agreements. Earlier in her career, Kristi worked as a physical therapist in inpatient, outpatient and management positions.
She graduated summa cum laude with bachelor’s and master’s degrees in physical therapy from the University of North Dakota.
She is a member of the Healthcare Financial Management Association and American Society for Quality, and maintains her Colorado license to practice physical therapy.
This is a legacy publication from the NHS Institute for Innovation and Improvement. It outlines a framework of five models for thinking about making change happen, based on the work of McKinsey and Co
The external healthcare environment is changing rapidly and providers are under increasing pressure to innovate with increasing speed and efficiency.
Be it experimenting with new care delivery models to improve care coordination, redesigning workflows to enhance efficiency, or developing new products that improve clinical outcomes, hospitals and their service lines are looking for effective ways to harness the creative power of physicians and employees to solve problems that matter. However, few organizations innovate in an orderly, reliable way.
Great ideas remain captive in the heads of physicians and employees and one-off attempts to spur innovation through “hack-a-thons” and “pitch days” prove disappointing. As an academic medical center and a world leader in orthopedics, Hospital for Special Surgery has a long history of results-oriented innovation.
In this webinar, we will share:
– HSS’ systematic approach for driving innovation
– strategies for generating new insights and developing novel solutions
– processes for piloting and testing new ideas
– guiding principles for creating a culture of innovation
– advice on how to build your very own innovation infrastructure
About the Speaker:
Mark Angelo is Vice President, Innovation & Business Development for Hospital for Special Surgery. Mark joined HSS in 2009 and has held various senior management positions at the Hospital across operations, strategy and business development. As Vice President, Innovation & Business Development, Mark is responsible for advancing hospital strategic priorities related to quality and efficiency, innovation, growth and diversification. One of his key responsibilities includes leading the Operational Excellence program, a hospital-wide initiative that leverages industrial engineering principles to maximize quality and efficiency. Mark also leads the HSS Innovation Center whose mission is to support the development and commercialization of early-stage technologies and solutions.
Prior to joining HSS, Mark worked as a management consultant for Monitor Group where he specialized in operations strategy and organizational design. Mark holds a Bachelor of Applied Science in Biomedical Engineering from the University of Toronto and a Master of Business Administration from Harvard Business School.
From Surviving to Arriving: A Road Map for Transitioning to Value-Based Reimb...Health Catalyst
When it comes to transitioning to value-based reimbursement, health systems consistently ask two questions:
Why should I invest in reducing utilization when 90+ percent of my business is still fee-for-service (FFS)?
Where do I start?
This value-based reimbursement road map can help systems transition from barely surviving to successfully arriving (while respecting both shared-risk and FFS worlds):
Stop #1: Surviving—If you don’t get paid for the risk you take on, then you can’t survive long term.
Stop #2: Sustaining—Numerous clinical interventions occur in hospitals that systems can focus on to help improve the bottom line.
Stop #3: Succeeding—Build out competencies on a smaller population with aligned incentives so you can negotiate deeper alignment with key payers.
Stop #4: Arriving—The ultimate destination, where the lines between traditional healthcare delivery and public health are blurred.
Although healthcare is far from arriving at the value-based reimbursement destination, it can use this road map’s pragmatic strategies for heading down the right road.
For well over 99% of our lives, we take care of our own health. The formal healthcare system is rarely present. And yet, very little technology has been developed focused on helping us take care of ourselves. In this keynote, presented in Stockholm, Sweden at "Health Hack Day" May 2013, I offer a framework for mapping our self-care/family-care activities, and the opportunities for technology to make a difference.
A video of the talk and Q&A is here: http://www.youtube.com/watch?v=JzdOwmO32Qg
SIMUL8 Healthcare: Designing New Spaces and Processes with simulationSIMUL8 Corporation
In this workshop, Brittany discussed how simulation can be used to design new spaces and processes, not just improve the status quo.
Calling on her experience as an ASQ-certified Six Sigma Black Belt and her work on a wide variety of performance improvement projects – many of which incorporated simulation - Brittany presented a case study that demonstrates the interconnected nature of pre/post surgery operating processes and inpatient census.
We also looked at the project's unexpected findings, as well as shared insights into using simulation as a change management and leadership communication tool.
NHS Improving Quality was invited to take part in a recently held event that celebrated the work that is being done in partnership between the Pennine Acute Hospitals NHS Trust and AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP).
Gillian Phazey, Learning and Organisational Development Manager at Pennine Acute Hospitals NHS Trust explains:
'The Learning and Organisational Development and Governance teams at the Pennine Acute Hospitals NHS Trust have been working collaboratively with AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP) to support staff in developing knowledge and skills in this topic. The programme has been specifically designed to support colleagues wanting to gain an introduction to the fundamentals and concepts of quality improvement. So far, two cohorts of staff, from clinical and non-clinical areas of the Trust have completed the programme, and have completed quality improvement projects in their own work area to apply their knowledge. On 17th July a celebration event was held for cohort 2 where staff presented their work in poster or presentation form, the aim of which is to share and spread learning across the Trust. Projects were wide ranging, from introducing new processes to reduce complaints and drug errors, to improving patient experience by implementing new tools and techniques. The day was a great success with the Chief Executive and Chief Nurse in attendance. The Trust is highly supportive of this approach in equipping staff with these important techniques, and the programme supports not only our internal quality agenda and objectives, but more widely responds to the recommendations of the Berwick report. The next cohort is starting in September this year.'
Fiona Thow, Patient Safety Collaborative Delivery Lead at NHS Improving Quality delivered a keynote speech, (link to presentation slides) providing a national perspective on the plans for improving patient safety and took the opportunity to introduce the national safety collaboratives. She also highlighted the need for organisations and individuals to think differently about safety for both patients and staff.
SIMUL8 Director of Healthcare, Claire Cordeaux, discusses her experiences of developing and implementing population health strategies in the UK National Health Service, Canada, and Australia.
10-Year Orthopedics and Spine Forecast: Factors Impacting DemandWellbe
What’s in store for the next 10 years of orthopedics and spine service lines?
Kristi Crowe, Associate Vice President and Orthopedic service line leader at Sg2 will review future demand for orthopedics and spine services nationally, key factors impacting this demand, and opportunities to build your access channels and differentiate your orthopedics and spine services to capture growth.
About the Speaker:
As a member of Sg2’s Center for Strategic Planning, Kristi Crowe leads Sg2’s intelligence and analytics in orthopedics and works with leadership teams to improve growth and performance across the care continuum. She also leads the development of orthopedics service line–oriented publications and educational offerings and speaks nationally at a variety of physician and health care leadership conferences.
With 18 years of clinical, management, and consulting health care experience, Kristi brings a variety of strategic skills to Sg2, which have included physician alignment strategies, volume growth initiatives, and performance enhancement for orthopedic services.
Before joining Sg2, Kristi worked in orthopedic service line consulting for Accelero Health Partners, a fully owned subsidiary of Zimmer. While at Accelero, Kristi established and executed strategic plans for the musculoskeletal service line and led the organization’s internal spine and outcomes development initiatives. Working as the liaison between hospital administration and physicians, Kristi facilitated completion of higher level physician engagement strategies such as comanagement agreements. Earlier in her career, Kristi worked as a physical therapist in inpatient, outpatient and management positions.
She graduated summa cum laude with bachelor’s and master’s degrees in physical therapy from the University of North Dakota.
She is a member of the Healthcare Financial Management Association and American Society for Quality, and maintains her Colorado license to practice physical therapy.
This is a legacy publication from the NHS Institute for Innovation and Improvement. It outlines a framework of five models for thinking about making change happen, based on the work of McKinsey and Co
The external healthcare environment is changing rapidly and providers are under increasing pressure to innovate with increasing speed and efficiency.
Be it experimenting with new care delivery models to improve care coordination, redesigning workflows to enhance efficiency, or developing new products that improve clinical outcomes, hospitals and their service lines are looking for effective ways to harness the creative power of physicians and employees to solve problems that matter. However, few organizations innovate in an orderly, reliable way.
Great ideas remain captive in the heads of physicians and employees and one-off attempts to spur innovation through “hack-a-thons” and “pitch days” prove disappointing. As an academic medical center and a world leader in orthopedics, Hospital for Special Surgery has a long history of results-oriented innovation.
In this webinar, we will share:
– HSS’ systematic approach for driving innovation
– strategies for generating new insights and developing novel solutions
– processes for piloting and testing new ideas
– guiding principles for creating a culture of innovation
– advice on how to build your very own innovation infrastructure
About the Speaker:
Mark Angelo is Vice President, Innovation & Business Development for Hospital for Special Surgery. Mark joined HSS in 2009 and has held various senior management positions at the Hospital across operations, strategy and business development. As Vice President, Innovation & Business Development, Mark is responsible for advancing hospital strategic priorities related to quality and efficiency, innovation, growth and diversification. One of his key responsibilities includes leading the Operational Excellence program, a hospital-wide initiative that leverages industrial engineering principles to maximize quality and efficiency. Mark also leads the HSS Innovation Center whose mission is to support the development and commercialization of early-stage technologies and solutions.
Prior to joining HSS, Mark worked as a management consultant for Monitor Group where he specialized in operations strategy and organizational design. Mark holds a Bachelor of Applied Science in Biomedical Engineering from the University of Toronto and a Master of Business Administration from Harvard Business School.
From Surviving to Arriving: A Road Map for Transitioning to Value-Based Reimb...Health Catalyst
When it comes to transitioning to value-based reimbursement, health systems consistently ask two questions:
Why should I invest in reducing utilization when 90+ percent of my business is still fee-for-service (FFS)?
Where do I start?
This value-based reimbursement road map can help systems transition from barely surviving to successfully arriving (while respecting both shared-risk and FFS worlds):
Stop #1: Surviving—If you don’t get paid for the risk you take on, then you can’t survive long term.
Stop #2: Sustaining—Numerous clinical interventions occur in hospitals that systems can focus on to help improve the bottom line.
Stop #3: Succeeding—Build out competencies on a smaller population with aligned incentives so you can negotiate deeper alignment with key payers.
Stop #4: Arriving—The ultimate destination, where the lines between traditional healthcare delivery and public health are blurred.
Although healthcare is far from arriving at the value-based reimbursement destination, it can use this road map’s pragmatic strategies for heading down the right road.
For well over 99% of our lives, we take care of our own health. The formal healthcare system is rarely present. And yet, very little technology has been developed focused on helping us take care of ourselves. In this keynote, presented in Stockholm, Sweden at "Health Hack Day" May 2013, I offer a framework for mapping our self-care/family-care activities, and the opportunities for technology to make a difference.
A video of the talk and Q&A is here: http://www.youtube.com/watch?v=JzdOwmO32Qg
Dr. Kendal Williams, co-director for the Center For Evidence Based Practice discusses the challenges and benefits of new technology initiatives in patient education. A demonstration of HealthClips Rx highlights the application’s integration into clinical care, meeting the needs of CMS and Joint Commission requirements and guidelines, and driving better patient outcomes. Milner-Fenwick’s HealthClips are richly engaging videos with compelling patient centric stories and medically scripted information grounded in best practices. The Rx application is interactive, bringing premiere video content to the patients in a way that maintains their focus, lets patients annotate right in the device where they might have questions, and allows them to share the content easily with family caregivers or transitional centers of care. And everything reports back to the care team.
What are your cataract patients thinking: 2 Types of PatientsFast Track Marketing
There are 2 types of patients, those that know they have cataracts and those that know their vision isn't great. There is a strategy to increasing both into your practice.
Psychographic Segmentation | Consumer Motivation and Health CareMcGohan Brabender
Psychographics accurately identifies how different individuals are motivated. When people are motivated, behaviors can change. Find out what that means for your health care benefits.
Rob Orman drills down on what suicidal ideation really means and how you can tell if your patient really has it.
Listen to the podcast that go with these slides on smacc.net.au or ercast.org
XAPI and Machine Learning for Patient / LearnerJessie Chuang
xAPI and Machine Learning can help us build "intelligent assistance" for patients and learners, but human-in-the-loop machine learning is important. We need good learning design from the beginning and as we return data to instructors and learners immediately, humans can give great inputs to this human-machine collaboration.
Health IT Summit Denver 2014 - "Anatomy of a Health System"
This unique discussion series explores behind-the-scenes looks at the most progressive and high performing health systems in the country. Panelists will discuss critical areas such as go-live strategy, vendor management, patient engagement, IT governance and more. Attendees will walk away with a better understanding of how departments can effectively work together, tangible strategies for delivering high quality care while maintaining an efficient and secure health information system.
Moderator: Cynthia Burghard, Research Director, IDC Health Insights
Marc Lassaux, CTO, Technical Director Beacon Project, Quality Health Network
Justin Aubert, Chief Financial Officer, Quality Health Network
Kevin Fitzgerald, MD, CMO, Rocky Mountain Health
Delivering care outside of the hospital is seen as one of the ways of managing increasing demand for healthcare services, whilst also improving patient outcomes. Effective delivery means a huge rethink of service delivery as a system as well as by organizations, and whilst there are some blueprints for good practice, on the whole the evidence for system-wide management is sketchy.
Simulation is a really helpful technique to use when trying to predict uncertain futures. Bringing together clinical evidence for best practice with available data for current service utilization for population groups and ideas for improvement into a simulation can help drive forward decision-making for change, underpinned with the best evidence available.
This workshop will draw on a variety of projects and models to consider how simulation can help to model the impact of care outside hospital. From prevention activity (planning a new obesity and weight management service), to applying an annual capitated tariff for people with chronic disease, to managing workload in community teams, we will examine how simulation has been helping to understand the current position and to develop and negotiate a plan for change across health systems.
Pam Creaven - Bringing integrated care to lifeAge UK
Pam Creaven, Services Director, Age UK - presentation from Age UK For Later Life conference, 25th April.
For more information: www.ageuk.org.uk/forlaterlife
From effectively implementing electronic health records to reducing hospital readmissions to reporting more specific Medicare patient data, health care providers are reaping rewards from the Centers for Medicare and Medicaid Services for improving particular quality and safety measures. But many are also facing penalties, and the results for some institutions have been mixed. On the whole, the national readmission rate is dropping, but in 2014 a record 2,600-plus hospitals were fined for seeing too many patients return for care within 30 days, according to federal data.
This session will help attendees understand the range of CMS cuts and bonuses and a firsthand look at how the new regulations can help providers improve care.
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.
Payer-Provider Summit Boston 2014 - Presentation "Payer-Provider Partnership Models for Health Care Innovation" with Tom Olenzak, Director, Independence Blue Cross
Acute Care Hospital Strategic Plan PowerPoint PresentationAndrea Ratz
This project was done for my class “Strategic Planning for Healthcare Organizations”. After creating the five-year strategic plan, my group created a PowerPoint presentation in order to present our final strategic plan to the class and several other instructors. This presentation was meant to summarize our strategic plan and present the main points of our paper. My role was to communicate with the class what part I researched, which was critical strategic issues and response strategies.
The project was to be representative of how real professionals would present a strategic plan to the board of directors of a hospital. This presentation required use of verbal communication skills, planning and developing skills, organizational skills, and persuasion. When our instructors ranked all the projects, my group came in second place out of twelve other groups.
Clinical Integration: A Value-Based Model for Better CareHealth Catalyst
For many who work on the front lines of delivery system reform, clinical integration is not just a generic phrase to describe health care professionals working more closely together. It describes the enormous day-to-day efforts that allow hospitals and physicians to collaborate on improving quality and efficiency, while keeping the focus on clinical care and the patient.
Join Holly Rimmasch, Executive Vice President and Chief Clinical Officer at Health Catalyst, as she shares this framework and model for greater value care delivery.
Holly will discuss:
The key functions of a clinically integrated system
The key roles and processes critical to sustained improvement methodology
The importance of the organizational structure in supporting systemic improvement
We look forward to you joining us.
A preliminary proposal for an application to the Health Care Innovation Challenge sponsored by CMS. Focus of this proposal include gestational diabetes, maternal obesity, postpartum weight loss, and as well as patient engagement / health literacy
In its January 2014 Issue Brief, the ONC announced its vision that, by 2020: The power of each individual is developed and unleashed to be active in managing their health and partnering in their health care, enabled by information and technology. And it began seeking feedback on new goals and strategies for health IT-enabled, patient centered care. With this vision in mind, this session will explore current and emerging technologies supporting person centered care in the ambulatory care setting.
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.
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
Muktapishti is a traditional Ayurvedic preparation made from Shoditha Mukta (Purified Pearl), is believed to help regulate thyroid function and reduce symptoms of hyperthyroidism due to its cooling and balancing properties. Clinical evidence on its efficacy remains limited, necessitating further research to validate its therapeutic benefits.
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
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
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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.
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